Effective recruitment consultancy: beyond the ‘key competencies’

Anthony Haynes writes: In a previous post (3 Oct) we’ve drawn attention to the importance in talent acquisition of developing an in-depth understanding of a client’s needs.

To illustrate what we mean, we’ve developed a case study of our work for the Association of Accounting Technicians (AAT). AAT decided to make a major investment in business development by seeking to recruitment a national account manager and new regional account managers.

Our Recruitment case study shows how we went about filling these roles with the following results:

  • Number of job roles: 5
  • Total number of short-listed candidates: 22
  • Of candidates shortlisted for interview, % provided by FJWilson: 100
  • Ratio of FJWilson approaches: interview: 5.45:1
  • Number of FJWilson candidates hired: 5

The case study is available (as a PDF) here: AAT_BW.

Naturally we were delighted to fill these 5 roles. The important point here is that the feedback reflected the priority  identified above, namely the need to genuinely understand the needs of the client (‘“FJWilson showed a depth of understanding and an intuitive approach to talent placement. They invested a great deal of time into ensuring the match between me and my new employer was a sustainable one”).

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