Competent

Human Resources Management

Taylor & Taylor Consultants leads the way with innovative Human Resources and Learning & Development solutions based on our own competence to instil competence in HR and L&D functions. Astute companies and strategic leaders will recognise the need to promote and perpetuate the direct link between business success and the correct, competent practices of Human Resources and Learning & Development. We firmly believe that HR and L&D should not impede a company’s evolution in an ever-changing competitive environment, but must be a catalyst, intrinsic partners of the business strategy and the way that business is done every day.

content03

Taylor & Taylor Consultants can assist clients to ensure that their Human Resources and Learning & Development leaders and practitioners can and do function proactively, appropriately and competently to provide effective solutions that truly add value and benefit all concerned.

We would be delighted to address your Human Resources Management System and practices, People & Talent Management strategies, Learning and Development strategies, practical and effective Employee Engagement approaches, Coaching/Mentoring techniques and delivery, internal and external Stakeholder Management methods, individual, team & organisation Performance Management, Succession Planning, Cultural Change, the Diversity Talent pipeline, advancement into complex roles & accountabilities, Skills Gap Analysis, Competency Frameworks, Competency-based training, Job Roles, People specifications, Job Descriptions, attractive (barrier-free) Recruitment advertisements, Selection Panel practice, Interviewing Techniques (competence based interviewing), Rewards & Retention strategies, Absence management (the cost of a minute’s absence), Learning organisations, Knowledge management, the ‘joined-up’ approach to an integrated Human Resources Information System, Human Resources Analytics, Supervisory Skills (a Day in the Life of a Supervisor), Management development and Inspirational Leadership. An inexhaustive list!

HR Audit

CEOs, CFOs and senior leadership questioning the effectiveness of their HR and L&D functions can request Taylor & Taylor Consultants to undertake an audit of the Human Resources and Learning & Development function, their management systems and processes.

iStock 000025015830SmallThis undertaking would require us to visit the company’s premises and review all the policy, procedure and personnel files, the processes utilised, the functionality and utilisation of the Human Resources Information System (HRIS) and the Learning Management System (LMS). Management and appropriate personnel within the company must make themselves available to provide additional documentation as requested, and also be interviewed as part of the audit process. As a result of the analysis, a report will be provided to the senior leadership and/or the Board clearly outlining matters of legal compliance, poor, good and best practice, together with recommendations and an action list of essential, desired and aspirational actions. This will enable the company to:

  • Prioritise the implementation of immediate changes to minimise future risk
  • Enhance existing procedures
  • Raise the attraction as an employer and heighten the quality of their employee experience
  • Identify the contributions of the HR and L&D function
  • Improve the professional image of HR and L&D function
  • Classify the HR and L&D functions’ duties, responsibilities and accountabilities
  • Encourages greater responsibility, accountability and professionalism amongst members of HR and L&D function
  • Create uniformity of personnel policies, procedures, processes and practice
  • Identify critical personnel and resource problems
  • Identify opportunities for improvement
  • Ensure timely compliance with legal and other requirements
  • Identify procedural or compliance issues and control risk
  • Construct business plans and strategy
  • Define priorities for current and future activities to align the HR and L&D function with business strategy
  • Build the business case to better resource the HR and L&D function
  • Gain a deeper understanding of the HR and L&D function and the requirement for consistent, competent performance

We can provide assistance in the implementation of all improvement action, project management and delivery of solutions to achieve a successful outcome.

Recruitment

Whether or not companies and organisations acknowledge it or not, the ‘environment’ in which they operate is changing in many respects. Skills shortages are ever present and increasingly affecting business operations. shutterstock 93038401Whilst at the same time as ‘baby-boomers’ retire and the youth of today appear (bolstered by failing education standards) not be attracted into skilled or technical professions serving manufacturing, engineering, energy and other industries, recruiting candidates of any calibre appears to be problematic, especially in some of the more remote regions where those with only a ‘pulse’ are deemed ‘suitable’ (sad, and it does happens all to often). Apprenticeships are not as abundant as they could be and the pathway to them where available is a serious cause for concern.

Competition for skilled workers is fierce, but precious little has been done to address the shortages (where is the training for those without the pre-requisite skills?), apart from bringing insufficient quantities of foreign workers into the country (and seemingly making it as difficult as possible for them to practice their trade or profession). There is though, the vast pool of un-tapped talent, notably women and in general, professionals over the age of forty. Age discrimination is alive, rife and rampant, and it is symptomatic of the malaise in society that rejects the life and work experience of the skilled professional, whether as an individual or as a collective entity. Yet, Human Resources in all industries consciously ignore this population when filling positions.

Recruiters and hiring managers are often more inclined to hire a less experienced individual versus a highly experienced and qualified one, but why? We know the answers to this, but does the CEO who is deprived of the best candidate for the business? What too, are the advantages/disadvantages, typically, between hiring a Gen Y or Gen X job candidate? We’ve analysed these scenarios, others too, and can advise clients accordingly.

iStock 000017057368SmallWe’ve all heard of, experienced or perhaps used the rejection statements post-job interview of ‘over-qualified’ or ‘lacking in-Country experience’ or ‘wouldn’t meet the needs of the team’ etc. etc. What do the statements really mean? However they are interpreted, the outcome is that of not having a talented new person adding value to the company or organisation and again, is symptomatic of further dysfunctional recruitment (does the CEO know what’s really going on?), processes and where personal prejudices and preferences are employed to the benefit of the recruiter and hiring manager and which are to the detriment of the whole entity, the business. What was going on? Perhaps the hiring manager felt threatened by the prospect of appointing a person better qualified, with more experience (worldwide) and more capable than him/herself or of the ‘team’ itself? Perhaps too, the recruitment ‘panel’ didn’t utilise competency-based interview techniques so didn’t get to understand the candidates’ capabilities and competencies? Even nepotism and cronyism plays an unsavoury and frequent role in some recruitment processes, allowing a candidate probably less capable than those in the talent pool to be appointed and for the recruiter to build an unethical affluence base within. Unfortunately the situations here are true examples (there are many more!) and serve to illustrate recruitment as a profession and function of Human Resources Management (with CEO over-watch) has much to do to improve the recruitment process, attract the un-tapped talent pool and fill vacancies with ‘the best candidate for meeting the company’s or organisations KPIs and operational excellence’.

Taylor & Taylor Consultants can audit your recruitment and hiring processes or practices, and provide practical solutions to raising the professionalism and success of recruitment functions and their personnel.

Contact Taylor & Taylor Consultants if you'd like further assistance on Competent Human Resources Management