walk with Wickland Westcott
17 May 2013 The Changing Face of Outplacement by Diana Westlake
3 May 2013
6 February 2013 Commercial Skills Required by John Dodd
11 February 2013 Tough Conversations - practice makes perfect by Stuart O'Reilly
22 January 2013
12 November 2012 Women on Boards Event by Laura Oliver
2 November 2012 Talons Management by John Milsom
10 October 2012
31 August 2012 Allow SID to be Vicious by Keith McCambridge
1 June 2012 The Best Candidates Choose You by Keith Miller
30 May 2012
12 July 2012 Would your team win gold? by Laura Oliver
2 August 2012 Leadership teams – what goes on at 35,000 feet by Keith McCambridge
5 April 2012
14 May 2012 Don't Cut Corners on Job Analysis by Jerome Bull
18 April 2012 CSR - Who Are We Kidding? by Laurence Jackson
30 March 2012
23 February 2012 Stargazing by Melissa Davis
31 January 2012 Some Honest Answers by Colin Mercer
19 January 2012
16 January 2012 Embedding Talent Management by Laura Oliver
7 February 2012 Driving Behavioural Change by Liz Lawson
5 January 2012
18 November 2011 Women on the Board by John Dodd
9 November 2011 Collaborative Leadership by John Milsom
8 November 2011
10 October 2011 Does coaching make you too risky? by John Milsom
7 October 2011 Transparency with Candidates by John Milsom
5 October 2011
13 September 2011 Blinkers off - recruiting from other sectors by Jerome Bull
13 September 2011 Diversity - Make it work for your Board by John Dodd
23 August 2011
19 August 2011 The Future of Leadership by John Milsom
19 July 2011 The Non Executive Catch 22 by Mike Spurr
11 July 2011
17 June 2011 Becoming an NED - Look Before You Leap by Mike Spurr
15 June 2011 It's a Two Way Street by Jerome Bull
1 June 2011
27 May 2011 Adopting Commercial Values by Laurence Jackson
17 May 2011 Surviving in Tough Times by Laurence Jackson
15 February 2011
10 February 2011 Survival Leadership by John Milsom
7 February 2011 Private Equity - Have You Got What it Takes? by Keith Miller
19 January 2011
12 January 2011 Standing Out From The Crowd by Jerome Bull
10 November 2010 Recruitment - Ensuring it Really is a Buyers Market by John Fortescue
28 October 2010
Selection processes are designed to fit the vacancy in question, and are influenced by practical realities such as the time available, and the likely size of the applicant pool. You may therefore encounter various selection methods in your job search. Walk with us as we describe them...
This is usually the first opportunity for face-to-face contact with the organisation, or representatives acting on their behalf (such as Wickland Westcott). The initial interview will normally be wide-ranging, with questions designed to tap your competency, personality, knowledge and interests. It should be a two-way process, allowing you an opportunity to find out about the organisation. Be prepared to explain your achievements and aspirations. Some employers interview only once, whereas others use the first interview to identify candidates who meet their initial selection criteria. These candidates are then progressed to the subsequent stage of the recruitment process, typically a second interview, and possibly some of the other selection methods outlined below.
Psychometrics are standardised tools designed to measure various aspects of your mental faculties. Two broad types are used in recruitment; ability/aptitude tests and personality measures. The former have right and wrong answers - common ability tests measure numerical and verbal reasoning, although others are sometimes used (e.g. abstract reasoning, managerial judgement). Personality questionnaires are the second type of psychometric - they typically ask questions about the extent to which you like to plan ahead, how outgoing you are etc. These tools create a profile of your character and preferred work styles. Personality measures therefore assess habitual performance (how you typically do things) rather than optimum performance (how good you are at something).
An assessment centre usually lasts for one day, although it can be longer or shorter. Sometimes they consist of a one-to-one session where the candidate is assessed by a Consultant (often an occupational psychologist). On other assessment centres you may join a group of candidates who go through the process together. The process typically consists of a range of the exercises and tests designed to assess those characteristics essential to job success. These may include case-studies, presentations, role-plays, written exercises and psychometrics. There will usually be an interview which may consist of competency-based questions (eg 'Tell me when you have led a team to achieve a challenging goal?') and the recruiter will be looking for examples that are significant, relevant and reasonably recent (eg the last couple of years). Assessment centres are intentionally challenging for candidates - they allow you to show your skills, and also provide you with further information about the role and the recruiting organisation.
General Advice to Candidates
Do your homework - learn what you can about the organisation and the role
- Arrive on time
- Try your best, but be yourself.
- Organisations want to recruit good people, they spend a lot of money on it. They want you to do well.
- View the selection process as a two-way street; take the opportunity to find out about the organisation. Get answers to any questions that you have.
- If you're unsuccessful, especially after an assessment centre, ask for feedback. You will learn something valuable. If you get the job, ask for feedback anyhow. It shows you're keen to learn.