TORC

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Torc Management Recruitment

by Paddy Collins on April 25th, 2019

Our model shows the unique depth of input we can provide to our clients.

Business context – It is very important for us to gain a clear understanding of the strategic business circumstances surrounding the appointment – without this we could struggle to meet the longer term needs of both client and candidate.

Job description – we will advise (and help draft) a detailed and accurate role content and person specification.

Recruitment strategy – we set out the various options for our client and agree with them the best approach to filling the role.

Research – irrespective of whether it is a head-hunt or a contingency based assignment detailed research is required to identify suitable sources and locations of talent.

Social media – we utilise all online platforms available to us to identify, attract and connect with suitable talent.

Screening – our process includes detailed CV analysis, initial phone interview to cover all key requirements, holistic one-to-one interviews and our in-house assessments to enable us rank candidates in order of ‘fit’ for the role.

Shortlist – we present a shortlist of candidates to our client of candidates who can do the job, with an appraisal of each and rationale for inclusion. At formal interview the client will also assess the culture fit with their team. We propose the interview process, content and organise the schedule.

Contract and package negotiation – we arrange the job offer and agree terms, advise on the employment contract, collect references, arrange medical etc. We finally agree a suitable onboarding programme with the client. 

Looking for Talent? Be decisive!

by Paddy Collins on March 28th, 2019




Adapted from a blog by Tim Gerrells, II, GVentures – North America Executive Recruiter, Manufacturing Finance & Accounting

-I’m sorry.  The candidate has just accepted an offer from another firm.

What?!  You told us she loved us, that she wanted to work for us.

-She did.

We’re #1 in our space, you said she liked that.

-She did.

You said she liked the team, that she thought she would fit in here.

-She did.

I don’t understand, we were thinking about making her an offer.

-Yes.

And while you were THINKING… 

Your competition was ACTING.

While you waited three weeks to get that last business partner to meet with her…

Your competition flew her in to meet the key players and had her do a video call with the business partners who weren’t available.

While you sat on the knowledge that she was interviewing elsewhere…

Your competition MADE THINGS HAPPEN and sped up the process.

While you waited a month to get a few more people into the mix for “comparison”…

Your competition RECOGNIZED TOP TALENT and made the call.

While you debated with HR over salary requirements and asked her for her history…

Your competitor PUT OUT AN OFFER at the top end of their range to ensure the deal was  done.

If you want the top talent, you need to be thoughtful, yes.

But you need to be decisive.

I promise you, your competition is!

Putting Life into your Retirement

by Paddy Collins on February 28th, 2019

Retirement can be a golden period, full of adventure and fulfilment with each day bringing new joys and new adventures – but only if retirees plan for it well in advance.

We have recently refreshed our Two-Day Pre-Retirement Programme and we are ready to cater for both in-house and individual booking. 

The Programme is designed for pre-retirees and partners. 

OBJECTIVE OF THE PRE-RETIREMENT PROGRAMME

To understand the process of planning for retirement with respect to key aspects such as finance, health, work, leisure, relationships, self-identity, fulfilment etc.

The course is a combination of individual and group work through participative discussion, questionnaires and case studies – spiced with humorous anecdotes.

OUTLINE DAY 1 

Morning: 

Welcome & Introductions

What is Retirement? The Changing View

Pre-Retirement: Preparing For Major Change Event

Managing Relationships: Spouse, Family, Friends

Our Need For Community: Belonging & Letting Go

Exploration of transition issues within the group

Afternoon: 

Financial Concerns Part I

 

OUTLINE DAY 2

Morning: 

Financial Concerns Part II

Managing for positive mental wellbeing in Retirement

Health in Retirement

Afternoon: 

Third-Age Activities: Managing 2000 Extra Hours of Time.

Work/life Balance 

Working Options after Retirement: Paid and unpaid.

Individual Action Plan.

              Creating those tomorrows … today.

Recap: Summary & End. Final questions & goodbyes. 

Please contact us on 01 662 30 20 for further details.

Job Searchers: How Linkedin can help you?

by Paddy Collins on January 30th, 2019

A blog by Ellie Rich-Poole, ellie@ellierichpoole.com  +44 7454 244861

You have found yourself looking for a new role. It is an important time of reflection about what next.

If it is the first time you have been on the market for a number of years, you may notice a lot has changed. You are likely to be more senior, and therefore need to be talking to a different level of the recruitment world; it may no longer be appropriate to return to the agencies you used last time. You may realise that your network in recent years has been internally rather than externally focused and you don’t know where to start for asking for help.

You may not have been on LinkedIn much before and not in relation to finding a new job.

Here are some ways it can help in your search:

1.Firstly, make sure your profile is up to date and accurately describes who you are and what you do. My earlier blog 8 tips for a successful LinkedIn profile will help.

2. Don’t copy and paste your CV onto your LinkedIn profile – they should not be the same. Your LinkedIn profile should be succinct – an overview of who you are, what you do, the value you add and what you want.

3. Although good researchers and recruiters will always find good candidates, help them out!

4.Ensure people can send you an invitation to connect. A candidate I was once trying to head hunt (who turned out to be actively looking) had their privacy settings so high that no one could invite them to connect without knowing their email address.

5.Ensure you are being discreet if you are currently in a role and don’t want everyone to see that you are exploring new opportunities. Make sure you turn off the ‘sharing profile changes with your network’ facility, otherwise all your network gets notified when you have updated your profile.

6.Actively engage in discussions and conversations around interesting industry media. Comment on blog posts, share articles and start conversations. Remember everything you post is in the public domain so write accordingly. Each time you post or comment your name and strapline will be seen by others. A great reminder of you.

7.Choose your strapline wisely. If you are immediately available and actively looking for your next role you may wish to make this known, using something along the lines of ‘exploring new HR Director opportunities’. Some prefer to be more discreet. It’s a personal choice.

8.Use the private message facility to catch up with former colleagues and industry contacts. Networking should be two way, so look at how you can help them, not just what you need from them. Trusted former colleagues who know and rate you are an often underused pool of support when you are on the market. Don’t be afraid to drop people a line. Most of us would always be willing to help out a contact. But please return the favour when you are settled in your next role.

9.Always personalise invitation requests, explaining why you want to connect. This is easier on the desktop version of LinkedIn because it gives you a prompt. If doing it from the app, go to the person’s profile, but don’t hit ‘connect’ which immediately fires out a non personalised invitation. Instead hit ‘more’ and select ‘personalise invite’ where you can add a note.

I also spoke with Researcher Charlotte Payne from Eton Bridge Partners to get her top tips:

1.If you want people to get in touch with you, make sure your contact details are easily accessible

2.Make sure your latest job information is up to date and accurately reflect when / if your previous jobs have ended, so it doesn’t look like you have several roles concurrently.

3.Try to avoid using company specific jargon or acronyms in terms of job titles and how you describe your role. Keep it as accessible as possible so people have the best chance of finding you.

4.Ensure you include relevant key words in your profile. This could be within your job titles, your summary, or within individual roles. This helps you come higher up in searches, much like with a Google search. Including your skills in the Skills & Endorsements section will also help with this.

5.Don’t forget to include any relevant education and qualifications, this is important to some employers.

The value of a good phone interview

by Paddy Collins on December 13th, 2018

 

Adapted from an article by Lou Adler, CEO and founder of the Adler Group, a training and search firm helping companies implement Performance-based Hiring

With the demand for talent exceeding the supply for these jobs it turns out there is just no time for face-to-face interviews. Instead, people are being hired after one or two phone screens. There are powerful reasons why this actually might be better than the in-person interview.

The big benefit of an in-depth phone interview is the ability to more accurately assess ability, fit and motivation by eliminating the visual impact of first impression bias.

I stumbled upon this concept long ago when I realized I could save a lot of time by conducting a thorough phone screen before conducting an onsite interview. As I started meeting candidates screened this way, it became apparent very quickly that the person’s first impression, good or not so good, had little impact on the assessment if I had already determined these people had the ability to handle the major performance challenges of the job.

As I handled more national search assignments it wasn’t generally possible to meet candidates in-person before presenting them to my clients. To get around this I conducted multiple phone interviews, one preliminary screen and a second one equivalent to the in-person performance-based process described above. When I subsequently met the person, it turned out the phone assessments were more in-depth, more objective and more accurate in predicting actual performance.

For one CEO appointment, the candidate hired for the job told me candidly that the phone interviews I conducted with him were far superior to any of the in-person interviews conducted by the board members.

This leads to my conclusion stated earlier: A series of properly conducted performance-based phone screens are more effective than interviewing candidates in. The impact of first impression bias and all of the factors associated with it cause interviewer bias – this doesn’t happen over the phone!

Regardless of how it’s done, phone-based interviewing with no video results in a more business-like interview and assessment process. The research clearly shows that interviewer bias and lack of objectivity are the top causes of hiring mistakes including not hiring the best person for the job. You’ll solve both problems by picking up the phone first.

 

 

 

Culture – the Best Measurement Tool

by Paddy Collins on November 28th, 2018

Click on the image to see full version of Hofstede’s Multi-focus Model

Every organisation has its unique style of working which often contributes to its culture. The beliefs, ideologies, principles and values of an organisation form its culture. The culture of the workplace controls the way employees behave amongst themselves as well as with people outside the organisation.

Clearly the culture also defines how the organisation is likely to interact with customers, suppliers and a range of external stakeholders. Consequently there is a clear link between culture and bottom line performance.

Measuring culture is important for your company and measuring the right things – those that matter most to performance and provide a framework for positive change is crucial to future success.

Organisational culture is the pivot on which a company’s competitiveness in the market (including the job market) hinges.

And this brings us to another challenge: how to use an intangible and pervasive dimension like culture as a management tool in order to achieve our company’s strategic objectives and, indeed, ensure the culture we are setting up doesn’t subsume our strategy, but the two sustain and enable each other?

The best answer I have found yet to this question is Hofstede’s Multi-focus Model on Organisational Culture, comprising a conceptual framework to map out our corporate culture and a digital tool to effectively measure it and identify any gaps between the “as is” (the actual behaviours and practices taking place at all levels of the organization) and the “to be” (what top management wants to believe).

The model breaks down a company’s organisation culture in 6 core dimensions:

1 Organisational effectiveness (goal oriented vs. process oriented)

2 Motivation (internal vs. external)

3 Structure, Control & Discipline (low vs. high)

4 Degree of innovation (local vs. professional)

5 Inclusiveness (closed vs. open system)

6 Management philosophy (people vs. task oriented)

These dimensions are measured through the online tool and compared to internal and external benchmarks. It is important to notice that there is no absolute measure of success (i.e. not necessarily a company that scores higher on any dimension is “better” than its competitors); on the other hand, it is relative to the external market and industry conditions (the external benchmark), as well as the top management’s vision and objectives (the internal benchmark).

How does measurement lead to success? The Hofstede tool provides an assessment of current and desired culture for the organisation plus a suite of change levers to deliver the optimal culture – this is delivered by changing real life work activities including for example:

> The way we deal with each other;

> The way we do our work;

> The way we deal with the outside world.

Should you wish to arrange a demonstration of the Hofstede Multi-focus Model please call us for details on +353 1 662 3020.

 

TYPICAL INTERVIEW QUESTIONS – 9

by Paddy Collins on October 26th, 2018

This is the ninth of the series of typical interview questions. For each question we outline why the interviewer is asking the question and how the interviewee should respond to it.

Our suggestions should be treated as guidelines, always adapt them to your personal judgement of the situation and to your own particular experience and individual style.

What was your biggest professional failure or mistake to date?

Why is this question asked?

To see how you cope with probing and with sensitive question

To assess your understanding of what constitutes a ‘failure’ or ‘mistake’

To explore your attitude to ‘failing’, learning from mistakes, taking a risk, putting yourself out of your comfort zone

To see how quickly and positively you learn and recover

To gauge your resilience levels and your ability to adapt and recover

To explore your tolerance if others ‘failed’ on your team

To explore your self-awareness and honesty

To see whether you would admit your and your team mistakes

To find out what your way of highlighting problems is

To see if you involve others in an appropriate manner and in right time

How to best answer it?

Indicate your self-acceptance and tolerance threshold as well as expectation of yourself (show high but realistic expectation)

Choose an appropriate example, do not let it be too extreme or personal – stick strictly to work, job, business, life in organisations

Remember it is vital to emphasise the constructive action you took to recover:

1. get back in action

2. address mistakes

3. turn situation around

4. rebuild relationships

It is important to indicate your quick learning from setback – list learnings from ‘failing’ and/or ‘mistake’

And finally show how you turned your ‘failure’ or ‘mistake’ into a positive!

 

 

Employee Engagement – does it matter?

by Paddy Collins on September 27th, 2018

Employee Engagement is defined by Wikipedia as a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organization and its employees.

Better engagement means better productivity. Research consistently proves that corporations whose employees are engaged perform better than companies whose employees are not.

When employees are engaged at work, they feel a connection with the company – they believe the work they’re doing is important and therefore work harder (discretionary effort).

Measuring employee engagement is important for your company and measuring the right things – those that matter most to performance and provide a framework for positive change is crucial to future success.

Gallup conducts extensive research on engagement and finds strong correlations between engagement and performance and these are highly consistent across different organizations from diverse industries and regions of the world.

Further research on engagement helps to identify factors which are relevant, these include:

-Good management

-Recognition and reward

-Personal growth opportunities

-Flexible work environment

-Company mission and purpose

Bersin by Deloitte attempts to encapsulate the key factors impacting engagement in the framework below called the Simply Irresistible Organisation (click on the image to enlarge it).

TYPICAL INTERVIEW QUESTIONS – 8

by Paddy Collins on August 30th, 2018

This is the eighth of the series of typical interview questions. For each question we outline why the interviewer is asking the question and how the interviewee should respond to it.

Our suggestions should be treated as guidelines, always adapt them to your personal judgement of the situation and to your own particular experience and individual style.

Have you ever managed a conflict?  How did you do it?

Why is this question asked?

• To see how you deal with difficult issues constructively and in a resilient way

• To gauge your positive conflict resolution capabilities and positive problem solving approach

• To find out what constitutes your understanding of ‘conflict’ – in your eyes – is it a major challenge or a ‘normal’ part of professional life?

• To see whether you recognise conflict when it exists and whether you can maintain a ‘team’ relationship even when facing a conflict

• To explore whether you remain positive in a potential conflict situation or you are more likely to aggravate it

• To flag up the possibility that conflict is unavoidable in this role; ‘conflict’ can be perceived as challenging but inevitable and constructive element of achieving the organisation’s goals

• To probe your experience with directly taking responsibility, addressing and managing conflict

• To explore your ‘learned’ and ‘intuitive’ skills

How to answer it?

• Demostrate your expectation that conflict can occur for many reasons and take different forms in any professional role

• Present your ability to identify conflict, indicate its signs and signals

• Choose an example and talk through a conflict situation that you have experienced:

1. ensure your example fits the context of the role you are being interviewed for

2. use a STAR format (Situation, Task, Action, Result)

3. if appropriate show how you ‘mediated’ a conflict – rather than being one of the direct parties involved

• Emphasize the importance of initial gauging how serious and urgent the issue is:

1. is it impacting the work of the team, the progress of the project or achieving a deadline

2. is it distracting the team?

• Focus on the ‘process-related aspects’ of the conflict rather than on personal issues

• Indicate principles for approaching a conflict:

1. Address the conflict directly and honestly with persons involved, avoid communication via emails or ‘cc’ messages.

2. Try a dialogue on a one to one basis, listen to all sides – stay objective – understand their concerns and interests, try to get to the root cause of the problem.

3. Get agreement to involve the various parties together if appropriate – show willingness to listen, understand, and try to find a compromise solution that everyone can live with.

4. Find a shared objective to focus parties on – and move towards the greater goal (e.g.  the interest of the project, the team’s credibility, and everyone’s individual success)

5. Only if required as last resort – involve a ‘third part’ (e.g., manager, HR if the issue is not resolvable at your level)

6. Don’t be afraid to escalate and bring the issue to senior management or use other tools or mechanisms (e.g., HR processes) to resolve it

7. Use ‘No blame, No names’ – protect privacy, always show discretion

8. Show you can be logical and remain process-focused in an emotional situation

9. Find creative and value-adding solutions if possible. Look for the results that are satisfactory enough for all involved.

10. Aim for an optimal solution, remember that there is rarely a perfect outcome!!!

 

 

TYPICAL INTERVIEW QUESTIONS – 7

by Paddy Collins on July 26th, 2018

This is the seventh of the series of typical interview questions. For each question we outline why the interviewer is asking the question and how the interviewee should respond to it.

Our suggestions should be treated as guidelines, always adapt them to your personal judgement of the situation and to your own particular experience and individual style.

How do you manage stress under pressure?

or: How do you deal with an extra project added to an already full work schedule?

Why is this question asked?

– To see how you handle the question in the stressful interview situation

– To see what ‘stress’ means to you – whether you have a high or low tolerance for it

– To flag to you there may be a certain level of stress in the job you are applying for

– To assess whether you have ever faced stress before and how you have constructively dealt with it

– To explore your self-awareness of your stress factors (if any) e.g., being ‘not busy enough’ or ‘underutilized’ in a job may be more stressful to some people than being overloaded with work!

– To explore your stress-resilience and your adapting strategies – to learn how you cope with stress, how you manage it, recover from it, absorb it, organise around it – and still get the job done!

How to answer it?

– Every scenario is different and it requires a very careful assessment

– Provide an example (STAR) with a positive outcome of a stressful work-related situation

– Show how you try to manage work proactively in order to prevent a potentially stressful situation arising in the first place:

• plan ahead

• communicate clearly to your Manager about expected difficulties

• ensure back up plans and resources are in place

• communicate these plans to others so that they are ready when required

– However, you need to also show how you deal with a crises when it arises (unexpectedly):

• stand back, stay calm, but remain focused on urgency

• consider context, risks and implications of the critical situation

• first assess priorities yourself, then go to Manager and /or other key stakeholders to agree what actions need to be taken

• see if some work can be re-allocated, pushed out, delegated or re-prioritised

• stay in contact with people involved in the situation and provide updates

• show your efforts and commitment to get the job done successfully

– Finally, describe your personal stress management strategies – how you also ‘let go’ and  unwind at home – jogging, gym, cooking, friends, family, etc. (it could be good to present self-care and a healthy work-life balance outlook)