The start-up communications infrastructure management company was
moving to its next stage of growth. A growth enabling talent
management plan and the human resource processes necessary to
recruiting, selecting and hiring people was needed. Priorities for
this company included careful management of staffing costs to ensure
continued profitability and a cost effective process they could
implement themselves once they had an initial recruiting plan,
process tools and the skills to implement it.
The first step was to
confirm growth plans for the next two years. With tools provided by
AHHR they documented the work carried out by existing staff and
prepared transitional job descriptions for existing multifunctional
roles, created the future job descriptions for existing roles and
for the new roles that would evolve as the company grows. This
process included identifying the key productivity metrics for the
company and for each of the jobs. We established the knowledge,
skills and abilities necessary for each of the jobs. Drafting a
talent management plan, prioritizing the additions and establishing
the timing for recruiting followed.
Step three in the process was to
identify potential sources for accessing talent opening up the
possibility for the company to begin developing its knowledge of the
various talent sources and to start building relationships with
The fourth step was to develop
behaviour descriptive interview questions for each of the
competencies required for the various jobs and the values the
company espouses. Interview skills development for the management
team was also undertaken.
Finally, the orientation and
on-boarding processes were developed and the specific plan for the
first new hire was established.
Throughout this project, the
existing management team was provided with information, skill
development support and HR process management support to ensure they
will be as self-sufficient as possible.
has a talent management plan, a recruiting plan, job descriptions,
interview questions, an orientation and on-boarding process along
with the knowledge and skills needed to implement these processes
with minimal external support until they reach their next growth
stage. They also have the core elements for the development of a
formal performance management process when the time comes for
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