The Recruitment and Development Team The Recruitment and Development Team is one of the UK's leaders in designing and delivering outstanding ASSESSMENT AND DEVELOPMENT products and services.

 

The Recruitment & Development Team's Head Office, Warwickshire
 

Our Services
 
Assessment Centres
Development Centres
Competency Analysis
Exercise Design
Psychometric Testing
Management Recruitment
Graduate Recruitment
Executive Search
Volume Recruitment
Team Analysis
360-degree Appraisals
NLP Coaching
Emotional Intelligence Assessment
Outplacement
Assessor Training
International Development
Management Coaching
Performance Management
Culture Change Programmes
Training Programmes

 
Client Comments
 
"both our internal and external candidates found your Assessment Centres to be challenging but the style was warm, structured and welcoming - you're the friendly experts."
 
"Your Assessment Centres were invaluable - they take the guesswork out of recruiting. You did a brilliant job for us."
 
"We use Assessment Centres to assess and identify the best graduates. It is extremely time and cost effective. The Recruitment & Development Team do a fabulous job - we endorse you totally."

RECRUITMENT SERVICES

Management Recruitment & Executive Search
 
We provide tailored recruitment solutions, delivered to exacting standards and timescales, undertaking national and international assignments within the commercial, industrial, service, professional and financial market-place.
 
Dynamic in approach, our dedicated team of Consultants and Occupational Psychologists utilise the latest search and selection techniques to attract, assess and recruit the very best graduates, middle managers, senior executives and Directors.
 
As part of our service, we also provide salary surveys, competency benchmarking, job analysis and referencing to ensure that our clients attract and recruit the very best.
 
Executive Search
 
Recommended for the recruitment of senior managers or for roles within niche markets where the number of available candidates is limited.
 
Using careful planning and focused research techniques, our specialist team:

• submit a research strategy to clients,
• analyse target markets, companies and key individuals,
• prepare briefing reports,
• confidentially approach targeted individuals,
• deliver high quality candidate shortlists within six weeks.

We search nationally and internationally, supported by cultural and language experts where appropriate.
 
Advertised Selection
 
We advise on the most impactful and effective media strategy, sometimes combining newspaper and internet advertising with Open Days, radio or poster campaigns.
 
Managing all responses with sensitivity, we conduct either individual structured interviews or group-based Assessment Centres to deliver a short-list of exceptionally high quality candidates to our clients within four weeks.

ASSESSMENT CENTRES

Assessment Centres
 
Within increasingly mobile and transient job markets, it is essential to attract and recruit the best individuals who have the potential to drive a company forward. The hidden cost of selection mistakes can be enormous.
 
Proven to be three times more successful than other selection methods at measuring work performance and predicting future potential in people, well designed and managed Assessment Centres are one of the most reliable and rigorous recruitment methods available.
 
Suitable for assessing staff at all levels and typically lasting one or two days, our Assessment Centres comprise of multi-dimensional exercises that are objective, predictive and valid:

• Group Discussions
• In-tray exercises
• business Case Studies
• Group & Individual Presentations
• Role-plays
• Written exercises
• Questionnaires
• Structured, criterion based interviews
• Personality & motivation questionnaires
• Aptitude Testing
• Motivational and Values Questionnaires
• 360° Development Tools
  

We offer flexible delivery options: total outsourcing where we manage all aspects of the design and delivery, through to the training and support of our client's internal team to run the Centres.

We have specific expertise of using Assessment Centres for VOLUME RECRUITMENT assignments, GRADUATE RECRUITMENT campaigns and MANAGEMENT SELECTION.
 

 
Competency Analysis and Assessment Material Design
 
We develop competency models based on excellent performance using multi-technique job analysis including structured questionnaires, critical incident techniques, interviews with job holders and immediate supervisors and the content analysis of job descriptions.
 
We design multi-dimensional exercises simulating Workgroup activities, problem-solving tasks, situational tests and in-baskets. Our exercises are unique, providing realistic situations to challenge candidates and increasing the face validity and job relatedness of the Centre.

DEVELOPMENT CENTRES

Our Development Centres measure the strengths, potential and development needs of employees and help to maximise our client's investment in people at an individual, team and organisational level.
 
We facilitate the development of individual competence, recognising the importance of motivating people towards self-managed learning and development. We use simple and elegant concepts within our Personal Development Plans that can be easily grasped and immediately implemented in the work place.
 
We also manage High Flyer Programmes, providing focused development to ensure succession without the risk of mistakes.
 
Our approach to people development is multi-faceted and also includes individual coaching and mentoring and group workshops.
 
Our INTERNATIONAL DEVELOPMENT WORKSHOPS are highly flexible and interactive, encouraging participants to see how they can further develop their potential by reflecting, refocusing and feedback. Workshops meet specific local needs and our materials are sensitively adapted and customised.
 

Participant Comments
 
"An excellent course - very challenging, thank you!"
 
"A very professionally organised course"
 
"A tough but very enjoyable programme. All the challenges were interesting and allowed you to evaluate yourself as you went along. A very rewarding programme"
 
"Content and delivery of course has been excellent and feedback very valuable"
 
"Enjoyable course - well structured and all the members of the assessor team were immensely helpful and supportive"
 
"An excellent experience! Very well put together- already I feel I have learnt so much"
 
"A quality day from well trained professionals"
 
"The course was well introduced, well managed and very challenging. Thank you for your efforts."

PSYCHOMETRIC TESTING

Psychometric Assessment
 
Using advanced personality, aptitude and motivation questionnaires and tests from major test publishers, we offer a totally unbiased and highly responsive testing service. Tailoring our assessments to meet the individual business needs of our client, we typically measure an individual's critical reasoning skills and characteristics such as team working, management style and interpersonal preferences. Our reports are individually prepared by our Consultants and are focused, in-depth and highly relevant.
 
 
Executive Evaluation
 
Effective senior management selection and promotion depends on the thorough assessment and detailed understanding of an individual's skills, knowledge, motivation and competencies. Unidentified development needs can result in poor performance with potentially disastrous results. Our One-day Executive Evaluation Programme uses challenging business simulation exercises and provides a rigorous, objective and highly detailed understanding of current competence and future potential.

TRAINING PROGRAMMES

The Recruitment and Development Team provides training programmes in leadership and team development, performance management, commercial acumen and cultural change.
 
Our courses are not "off-the-shelf" but are bespoke to each client.
 
Training programmes provided include:

• Leadership development
• Performance management
• Team development programmes
• Influencing and negotiation skills
• Cultural change programmes
• Strategy and strategic thinking
• Coaching Skills
• Developing business vision
• Commerciality and finance
• Creativity and innovation
• Train the trainer programme
• Advanced interviewing skills
• Project management
• Organisational Learning

 
ASSESSOR TRAINING
 
Managed in-house and tailored to individual client's needs, our ADVANCED INTERVIEWING SKILLS COURSE and ASSESSMENT CENTRE ASSESSOR TRAINING focus on developing each participant's ability to observe, record, classify and evaluate behavioural evidence to maximise their effectiveness as assessors.

OUR EXPERIENCE

We have...
 

• Assessed over 300 managers and staff of a major UK insurance company to evaluate competence and future potential.

• Designed and managed highflier review centres for a large international service sector company.

• Conducted over 100 assessment centres for a major british bank.

• Attracted, assessed and recruited hundreds of senior managers and directors for businesses and organisations throughout the UK and Europe.

• Designed the competency frameworks and recruitment procedures for a large European transport and logistics company.

• Mentored and coached many senior managers.

• Handled telephone response recruitment lines for many major recruitment advertising campaigns.

• Assessed and evaluated the potential of shop floor workers and operational managers for major industrial plcs.

• Head-hunted candidates from east and west Europe for a major consumer goods manufacturer.

• Managed many graduate recruitment assessment centres ranging from 8 to 100 graduates per annum.

• Assessed and identified the development needs of all employees within a major industrial business.

• Assessed, recruited and developed extensive call centre operations.

• Conducted assessor training programmes for a major utility.

• Managed large-scale people evaluation projects as part of major restructuring programmes within two major financial companies.
  
  

360 DEGREE FEEDBACK

In today’s changing and volatile world organisations are continually looking for ways to improve performance and satisfy the demands of all stakeholders. Achieving this almost inevitably involves change, which then becomes the pivotal dynamic for success.

For an organisation to evolve the people working within it will have to adapt; and for this to be successful, they first of all need to know what it is about the way they are currently performing that needs to change. This is where 360-degree feedback is playing a growing role in organisations through its ability to provide structured, in depth information about current performance and what will be required of an individual in the future to enable detailed and relevant development plans to be formulated.

Professionally managed, 360 degree feedback increases individual self-awareness, and as part of a strategic organisational process can promote:

• Increased understanding of the behaviours required to improve both individual and organisational effectiveness.
  
• More focused development activities, built around the skills and competencies required for successful organisational performance.
  
• Increased involvement of people at all levels of the organisation.
  
• Increased individual ownership for self-development and learning.
  
• Increased familiarity with the implications of cultural or strategic change.

As a process, 360-degree feedback sits alongside a number of other processes used in organisations to harness the potential of individuals, such as Assessment and Development Centres and also Management Coaching. Indeed, although not intended to replace any of these processes, it does draw on specific strengths of each, bringing them together in a new form.

Assessment Centres

What is an Assessment Centre?

By providing a broad, behaviourally based view of a candidate, an Assessment Centre can help to identify a participant’s strengths and development needs, and they are particularly effective in determining an individual’s suitability for a position.

An Assessment Centre comprises of a combination of exercises, tests and business simulations that have been specifically designed to present a detailed and accurate picture of behavioural competence.

Several candidates, normally between four and eight, may be asked to complete any of the following exercises:

• Group discussions
• Presentations
• Ability tests
• In-tray exercises
• Personality questionnaires
• Interviews
• Role plays
• Motivation Questionnaires

Each exercise is designed to measure the candidates’ performance against specified criteria and each competency dimension is measured at least twice. The variety and intensity of activities aims to provide a large amount of evidence on the participant, as well as establishing how they would perform under pressure by simulating the conditions of the workplace.

Whatever the activities used, the emphasis at an Assessment Centre is on your observable behaviour. Assessors will observe and record behavioural evidence and will then classify and evaluate the evidence against the competency dimensions. The assessors collate information from all the exercises to build up a candidate profile that will then be used in the assessment process.

Candidates do not pass or fail: their combined performance demonstrates their relative strengths and suitability for the role.

Group Exercises

The purpose of the group exercise is to observe the behaviour of participants as they interact, often simulating a typical meeting in the workplace. There are two types of group exercise: firstly, where candidates are working on a common problem; secondly, where each participant has a conflicting aim. All candidates will be provided with a brief in the group exercise and will have the opportunity to ask questions. There will be a time allowance for candidates to familiarise themselves with their part and make notes before the discussion begins.

During the discussion, the assessors will make descriptive notes of the candidate’s behaviour, both verbal and non-verbal and observe evidence of the required skills. The assessors will then feedback their observations and reach a consensus on the candidate’s performance.

• Be yourself and relax! Do not try to project a "false" image;
• Don’t try to guess at the attributes that the assessors are looking for. People with different interactive styles can perform equally well in this exercise;
• Although it is important to contribute, do not just talk for the sake of it. It is not a competition to see who can dominate the group. The quality of what you say is more important than the quantity. However, if you say nothing or very little, you are missing the chance to demonstrate your skills;
• Stick to the information that is provided in your brief; try not to make too many assumptions based on prior knowledge;
• Try not to split the group, as this makes it difficult to assess your skills;
• Try to prepare before hand by examining your strengths and weaknesses, particularly in oral communication and your effectiveness when working with others.

Personality Questionnaires

Personality is an important influence on how people behave at work. Our personalities are demonstrated by the way we behave, think and feel in differing situations. It is seen as particularly important in ascertaining how people interact and collaborate with others, namely, all managerial, supervisory, customer orientated, team or group based activities.

There are many forms of personality questionnaires, but they usually take the form of a self-report. The assessment will question how a candidate perceives their own behaviours in normal, day-to-day situations - how they deal with people, their feelings and emotions, preferred team-working styles etc. The questionnaires are administered, scored and interpreted in a standard way. The questionnaires are not timed, but an advisory as to how long it should take is often provided.

Personality Questionnaires are very popular: it has been estimated that over 70% of the Times Top 1000 companies use questionnaires and aptitude tests of one sort or another. They are popular because they can provide a quick, objective and detailed picture of what a person is like. They are widely used for development and training purposes, as they can help to show the sort of environments in which people prefer to work, the way in which they are likely to go about their work and the ideal personalities of any colleagues with whom they would work best.

Useful Tips:

• Try and be as honest as possible, don’t try and guess what the assessors are looking for or give conditioned responses. Faked responses are easy to detect. It is better to be open-minded and truthful in your answers;
• Try to answer fairly quickly and avoid agonising over each response. If you are stuck on a question that you do not feel is relevant, just give your best and most immediate answer. It is likely that your first thoughts will be the most accurate;
• There are no right or wrong answers!
• If you have access to the Internet, you can review a sample of personality questions at shldirect.com, Practice & Feedback icon;
• Alternatively, chapter five in Mark Parkinson’s book How to Master Psychometric Tests (published by Kogan Page) provides a useful introduction.

Ability Tests

An ability test is a standard method of measuring an aspect of mental performance. They do not require specialist knowledge or skills. Ability tests are designed to be objective, standardised, reliable, predictive and unbiased.

Ability tests tend to follow a similar form - up to 60 questions with multiple-choice answers, to be completed within a set time limit. Tests are administered under carefully controlled and timed conditions and precise instructions are followed for marking and interpreting the results. There is no room for subjectivity and everyone is treated in exactly the same way.

The tests aim to assess objectively a number of cognitive abilities, for example, verbal ability (how good you are at understanding the meaning of words or comprehending the information in a written passage), numerical ability (your ability to understand and use numbers) and sometimes abstract reasoning. Cognitive tests can also assess the ability to check information quickly and accurately.

Verbal tests usually present you with a short passage of information followed by a series of statements. The task is to decide if the statement is:

• True - follows logically from the information provided;
• False - does not follow logically or you;
• Cannot Say - without further information.

All of the information required to make the decision is contained in the passage.

Numerical tests present you with a range of numerical information, usually in the form of tables of data, charts or graphs. The task is to understand the meaning of the questions, find and interpret the appropriate data and then perform the necessary calculations. In most cases, the calculations are not difficult and the emphasis is on developing the correct problem-solving strategy.

The candidates will be shown some example questions, after which they will be able to ask questions before starting the test. The administrator will ensure that all the candidates have completed the examples before the test begins. At the end of the test the administrator will collect individuals' tests and mark them. Test results are interpreted by comparing them against a large and comparable group of people who have done the test in the past normative group The results will be available for the assessors to use in the selection process at the end of the day.

Useful Tips:

• This is an individual exercise, but several candidates may take the test at the same time;
• It is helpful although not essential to try to do some practice exercises before attending the assessment centre, especially if you are not familiar with the format of ability tests. These can be obtained at the web site shldirect.com, Practice & Feedback. Alternatively, Mark Parkinson’s book is helpful (see notes under Personality Questionnaires);
• Use all the time provided. If you have spare time, try to check your answers;
• Don’t agonise over a question that you cannot do, but move on to the next one. If you cannot work out an answer, make an informed guess;
• Try to relax! Don’t be perturbed by the presence of the administrator and stopwatch! Concentrate your mind on the test itself and nothing else.

Interview

Interviews will often take the form of a competency-based set of questions, structured to recognise how participants’ past work situations were dealt with. Each question will aim to discover if the interviewee has the personal attributes or skills that have been identified as being vital to the role.

During the interview, the assessor will take notes on the responses provided. Once the interview finishes, the assessor’s notes will be used to examine the candidate’s suitability for the role, in conjunction with all the other test results.

Useful Tips:

• Be well prepared with examples of your previous achievements in both work-related and other environments;
• Consider your strengths before hand and find ways of presenting these. Try to avoid sounding arrogant!
• Practice your interview techniques before hand;
• Do some preliminary research on both the role and the employer and be prepared with some questions to ask;
• Listen carefully to the questions and answer them as honestly as possible;
• Make good eye contact with your interviewers;
• Be confident and alert.

Presentations

Presentations at Assessment Centres may be either group or individual exercises. Often, but not always, candidates will be provided with the topic prior to the assessment centre to allow for preparation. OHPs or flipcharts may be available for use. It is usual for assessors to listen to presentations without interruption and ask questions at the end. Presentations are typically timed.

The assessor will make notes during the presentation, so that they will then be able to ask follow-up questions.

Useful Tips:

• If you receive the topic beforehand, ensure that it has been practised and is well prepared. Thorough preparation is essential.
• If you receive the brief on the day, make certain that you pay particular attention to the aspects of time, subject matter and whether you are expected to invite or answer questions.
• Think logically in order to structure the content of the presentation and use information to make a case or advance an argument. Focus on important rather than unimportant information.
• Visual aids are helpful to your audience. They should be clear and concise.
• Speak clearly, audibly and distinctly to the audience, using language (such as technical jargon or terminology) appropriately and varying the tone of your voice.
• Establish eye contact while you are talking. Don’t fidget, fold your arms, pace around too much. Appear self confident, however stressed or under pressure you feel.
• Make sure that you are happy with any equipment before commencing your presentation.

In-tray Exercises

The in-tray exercise is a situational task, which aims to simulate the administrative aspects of a role. The participants are provided with an "in-tray" of paperwork, including e-mails, telephone messages, letters, memos, forms, etc. The exercise is timed and aims to look at skills such as prioritising, action planning, decision-making and communication. Sometimes, the in-tray may be linked to other activities at the assessment day such as the role play and group discussion. Each decision the candidate makes should be recorded in writing, which the assessor will then mark.

Useful Tips:

• Read carefully the questions and information with which you are provided and answer clearly.
• Be prepared for a lot of paper - responses will be handwritten.
• Remember to make your writing as legible as possible.

Role Plays

These are one-to-one exercises where the candidate conducts an interview or meeting with a role player who has been given a thorough briefing. The role-play is observed by an assessor or assessors (or it could be video taped.) The assessor may question the candidate afterwards to find out more about the strategy, direction and outcome of the interview or meeting.

Role play exercises of this kind have several advantages when it comes to personnel selection, in particular they:

• Allow observation of real people skills;
• Are realistic, especially for managerial tasks;
• Can be tailored to suit a range of tasks and situations.

An interesting development is the use of professional role players, usually actors, to play opposite the candidate. The actor will be closely briefed as to how to respond to the candidate. The role player is there to enable the candidate to demonstrate his/her strengths in face-to-face situations.

Useful Tips:

• Get in role, don’t be half in and half out;
• Take the other role player seriously;
• Be civil, not angry from the outset;
• Have a plan and stick to it (more or less);
• Plan to compromise and extract some agreement from the other person;
• Work out how you are going to close the meeting;
• Have a clear idea of the next steps and write them down;
• Be firm, never petulant.

Motivation Questionnaires

Motivation is as vital to an organisational success as any skill or personal attribute. By understanding what motivates their staff, managers can unlock each individual’s full potential and direct their energies more constructively.

The SHL Motivation Questionnaire measures 18 dimensions of your motivation, and provides a comprehensive understanding of those situations, which increase and reduce your motivation. It also helps to determine how long and under what circumstances your effort will be maintained.

The 18 dimensions measured are divided into four broad areas. First and foremost is Energy and Dynamism, which looks at the vigour and drive a person is likely to bring to a task. The Synergy scales help assess how well an individual is liable to fit in with the prevailing company culture, while the Intrinsic scales look at what type of task will motivate an individual. Lastly, the Extrinsic scales measure what effect external motivators, such as financial reward, are likely to have on an individual.

Useful Tips:

• The questionnaire is used to provide objective information on motivation, which is relevant in a work setting.
• Respondents will be asked to rate how a condition or situation would affect their motivation at work.
• People who try to guess what they think is wanted are often incorrect, so responses should be as accurate and honest as possible.
• This is a questionnaire, not a test; consequently there are no right or wrong answers. It is concerned with what motivates and demotivates people at work, not their ability.
• There will be an opportunity to receive feedback on the results of the questionnaire.
• There is no time limit, but respondents should work quickly, rather than ponder at length over any one question.

THESE QUOTES ARE TAKEN FROM REAL CVs AND COVER LETTERS!

• Note: please don't misconstrue my 14 jobs as 'job-hopping'. I have never quit a job.
  
  
• Reason for leaving last job: They insisted that all employees get to work by 8:45 am every morning. I couldn't work under those conditions.
  
  
• The company made me a scapegoat, just like my three previous employers.
  
  
• I am loyal to my employer at all costs. Please feel free to respond to my CV on my office voice mail.
  
  
• My goal is to be a meteorologist. But since I possess no training in meteorology, I suppose I should try stock brokerage.
  
  
• Personal interests: donating blood. Fourteen gallons so far.
  
  
• Instrumental in ruining entire operation for a Midwest chain store.
  
  
• I demand a salary commiserate with my extensive experience.
  
  
• Received a plaque for Salesperson of the year.
  
  
• Wholly responsible for two (2) failed financial institutions.
  
  
• Reason for leaving last job: maturity leave.
  
  
• Failed bar exam with relatively high grades.
  
  
• Let's meet, so you can 'ooh' and 'aah' over my experience.
  
  
• Am a perfectionist and rarely if if ever forget details.
  
  
• I was working for my mom before she decided to move.

THESE QUOTES WERE TAKEN FROM ACTUAL PERFORMANCE EVALUATIONS:

• Since my last report, this employee has reached rock bottom and has started to dig.
  
  
• His men would follow him anywhere, but only out of morbid curiosity.
  
  
• This associate is really not so much as a has-been, but more of a definitely won't be.
  
  
• Works well when under constant supervision and cornered like a rat in a trap.
  
  
• This young lady has delusions of adequacy.
  
  
• He sets low personal goals and then consistently fails to achieve them.
  
  
• This employee is depriving a village somewhere of its idiot.
  
  
• This employee should go far and the sooner he goes the better.
  
  
• He would argue with a signpost.
  
  
• He has a knack of making strangers immediately.

He and the CEO have something in common.

They've both gone as far as they can in this company.

Birdingbury Hall,
Birdingbury,
Warwickshire,
CV23 8EW

Telephone: 01926 633560
Fax: 01926 632403

mail@recruitment-team.co.uk

From the M40

• Exit J14, take A452 towards Leamington Spa.
• At roundabout, carry straight on for half a mile.
• At large roundabout, take third exit, towards Gaydon, A452 and Ashorne Hill.
• Drive over M40 junction; continue straight on past Guide Dogs for the Blind on left and Ashorne Hall on right.
• At island, turn left, sign-posted Leicester, A4455, Fosse Way
• Continue driving for 4 miles. Drive over M40 motorway, past Jet garage on left to a roundabout.
• Drive straight on at island and continue for 1.5 miles, past Bookland Rare Books until you see Birdingbury sign-posted on the right.
• Turn right, drive up Snowford Hill, over small bridge and continue, turning left at sign for Birdingbury.
• Continue driving until you reach A423. Drive straight on and continue for 1 mile until you reach a crossroads.
• In front of you is Birdingbury war memorial. Continue straight down Birdingbury Main Street. At the bend, the entrance to Birdingbury Hall is in front of you.
  

From the M6 (and M1 southbound)

• From the M1 join the M6.
• Exit J2. At third roundabout, take the third exit on the A46 (south).
• Straight over the roundabout by TGI Fridays. At the large roundabout by Coventry Airport, turn left onto the A45.
• Turn off the A45 at the Rugby A4071 turning; take the second left and the first right to cross back over the A45.
• Turn left on to the A4453 (direction Princethorpe). Take the second left into Bourton village and follow this road for about 2 miles into Birdingbury.
• On entering the village, you will drive past a church on your left. Birdingbury Hall is on the left at the bottom of a small hill.

From the M1 (northbound)

• Exit J17. Turn onto the M45, and continue on the A45.
• At the Little Chef garage turn left onto the A4453 (direction Princethorpe); take the second left into Bourton village and follow this road for about 2 miles into Birdingbury.
• On entering the village, you will drive past a church on your left. Birdingbury Hall is on the left at the bottom of a small hill.

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The Recruitment and Development Team
Birdinbgury Hall
Birdingbury
Nr Rugby
CV23 8EW

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