With new flexible working rights in place, all employers need to be open to considering requests for changes to hours, compressed or part-time working or working from home. Some organisations have embraced these changes, and in fact have been embracing them for many years, recognising the benefits to the business in terms of productivity and loyalty that a workforce which feels valued can bring. Many organisations however are still stuck in the 9-5 mindset, particularly when creating new roles to recruit for.
Viewing the roles within a business in terms of a full time employee and having someone present all day every day can lead to some immediate issues – the organisation may not have the budget available to recruit the candidate they need full time: do they hold off on recruiting or attempt to recruit for the same role at a lower level? Either option can have a detrimental effect on the business, resulting in the role underperforming or not being performed at all. Organisations need to look at the roles they recruit for not as hours logged but as outputs achieved. A high-level executive brought in on a flexible, part-time or short-term basis may not ‘input’ a high number of hours, but their productivity, ability and enthusiasm for the role can result in much higher output and achievements for the business.
In addition to this, organisations can reap huge benefits by looking for candidates from outside of their immediate sector. Years of experience within a sector may be valuable, but often all it tells you is that a candidate has experience, not necessarily that they will do the job well. Considering candidates from outside the sector can bring a fresh perspective to a role. High-level candidates with experience in different areas can bring new views and insights that can add significant value.
Who are your customers? Do you have a role within the business that thinks like your customers? If not, then recruiting from outside the industry could bring insights into how your customers think and feel, thus improving your offering to them. For many organisations this insight could prove invaluable. Equally, those organisations concentrating on recruiting a diverse workforce in terms of gender, show how successful this approach can be. Companies like Next that have almost achieved complete equality at board level (47% of board members are female according to the Davies report of 2013). Next demonstrates that there is great value in being an organisation with senior executives that understand their target markets.
Whatever role they are recruiting for, or sector they function within, those organisations that are brave enough to think ‘outside the box’ in their recruitment will be the ones to reap the biggest rewards.