• Current students
      • Student centre
        Enrol on a course/exam
        My enrolments
        Exam results
        Mock exams
      • Course information
        Students FAQs
        Student induction
        Course enrolment information
        F2f student events
        Key dates
        Book distribution
        Timetables
        FAE elective information
        CPA Ireland student
      • Exams
        CAP1 exam
        CAP2 exam
        FAE exam
        Access support/reasonable accommodation
        E-Assessment information
        Exam and appeals regulations/exam rules
        Timetables for exams & interim assessments
        Sample papers
        Practice papers
        Extenuating circumstances
        PEC/FAEC reports
        Information and appeals scheme
        Certified statements of results
        JIEB: NI Insolvency Qualification
      • CA Diary resources
        Mentors: Getting started on the CA Diary
        CA Diary for Flexible Route FAQs
      • Admission to membership
        Joining as a reciprocal member
        Admission to Membership Ceremonies
        Admissions FAQs
      • Support & services
        Recruitment to and transferring of training contracts
        CASSI
        Student supports and wellbeing
        Audit qualification
        Diversity and Inclusion Committee
    • Students

      View all the services available for students of the Institute

      Read More
  • Becoming a student
      • About Chartered Accountancy
        The Chartered difference
        Student benefits
        Study in Northern Ireland
        Events
        Hear from past students
        Become a Chartered Accountant podcast series
      • Entry routes
        College
        Working
        Accounting Technicians
        School leavers
        Member of another body
        CPA student
        International student
        Flexible Route
        Training Contract
      • Course description
        CAP1
        CAP2
        FAE
        Our education offering
      • Apply
        How to apply
        Exemptions guide
        Fees & payment options
        External students
      • Training vacancies
        Training vacancies search
        Training firms list
        Large training firms
        Milkround
        Recruitment to and transferring of training contract
      • Support & services
        Becoming a student FAQs
        School Bootcamp
        Register for a school visit
        Third Level Hub
        Who to contact for employers
    • Becoming a
      student

      Study with us

      Read More
  • Members
      • Members Hub
        My account
        Member subscriptions
        Newly admitted members
        Annual returns
        Application forms
        CPD/events
        Member services A-Z
        District societies
        Professional Standards
        ACA Professionals
        Careers development
        Recruitment service
        Diversity and Inclusion Committee
      • Members in practice
        Going into practice
        Managing your practice FAQs
        Practice compliance FAQs
        Toolkits and resources
        Audit FAQs
        Practice Consulting services
        Practice News/Practice Matters
        Practice Link
      • In business
        Networking and special interest groups
        Articles
      • Overseas members
        Home
        Key supports
        Tax for returning Irish members
        Networks and people
      • Public sector
        Public sector presentations
      • Member benefits
        Member benefits
      • Support & services
        Letters of good standing form
        Member FAQs
        AML confidential disclosure form
        Institute Technical content
        TaxSource Total
        The Educational Requirements for the Audit Qualification
        Pocket diaries
        Thrive Hub
    • Members

      View member services

      Read More
  • Employers
      • Training organisations
        Authorise to train
        Training in business
        Manage my students
        Incentive Scheme
        Recruitment to and transferring of training contracts
        Securing and retaining the best talent
        Tips on writing a job specification
      • Training
        In-house training
        Training tickets
      • Recruitment services
        Hire a qualified Chartered Accountant
        Hire a trainee student
      • Non executive directors recruitment service
      • Support & services
        Hire members: log a job vacancy
        Firm/employers FAQs
        Training ticket FAQs
        Authorisations
        Hire a room
        Who to contact for employers
    • Employers

      Services to support your business

      Read More

      Employers

      Services to support your business

      Read More
☰
  • Find a firm
  • Jobs
  • Login
☰
  • Home
  • Knowledge centre
  • Professional development
  • About us
  • Shop
  • News
Search
View Cart 0 Item

Employers

☰
  • Training organisations
  • Training
  • Recruitment services
  • Non executive directors recruitment service
  • Support & services
  • Home/
  • Employers/
  • Training organisations/
  • Securing and retaining the best talent
☰
  • Training organisations
  • Authorise to train
  • Training in business
  • Manage my students
  • Incentive Scheme
  • Recruitment to and transferring of training contracts
  • Securing and retaining the best talent
  • Tips on writing a job specification

Securing and retaining the best talent

Attracting and retaining top talent is a key strategic focus for organisations of all sizes no matter what the economic backdrop.Research has demonstrated again and again that for most businesses the best way for them to maintain their competitive edge is to have the best talent working for them. Below are some practical tips to help your organization.

Recruiting

Start with the end in mind

Before you even embark on the recruitment process be clear in terms of the role you are recruiting for as well as the skills and competencies you require. Ensure that all stakeholders in the process also have an input. Obtaining clarity on these areas from the very outset of the process will ultimately pay dividends.

Ask yourself

Are you seeking to fill the role with the level of person that has just left the role or could the role be filled with the same level of person that came into the role initially? Are the skills and competencies required now the same as they were previously?

Before commencing the process

  • Prepare a detailed and comprehensive job specification – Don’t automatically use a previous one. Use the opportunity to review and update it. Think of what the likely future needs of the organization and role will be.
  • Consider succession planning issues. What are the likely talent requirements of the business into the future and where might the gaps arise?
  • Scope out where the role fits within the organization and how it might evolve over time
  • Conduct a 360 degree review and obtain the input of others who will have interactions with the person performing the role
  • Be clear on exactly the skills, knowledge and competencies that are required. Another key consideration should be the behaviours that are required to be successful in the role and what personality profile will best suit the culture of the organization. Psychometric testing can help here.

Interview process

  • Conduct a detailed and professional interview process which should include two interviews and maybe a third for a senior level role or where the contest is close between final candidates.
  • Involve all decisions makers in the process.
  • The interview style should be professional and formal yet relaxed enough for you to get to know the candidate and their personality profile.
  • Incorporate competency style questions into the process and seek detailed examples of how the candidates have actively demonstrated their skills.
  • For technical roles it can be useful to set candidates a task or present them with the case study that will test their abilities.
  • Maintain high levels of communication with the candidates and get back to them within the timeframes you outline. Always revert to candidates even the unsuccessful ones as this can impact on your professional brand.
  • Be prepared for the interview and have a set of questions to put to all candidates. This should be the same to allow comparison. The use of a scorecard system can also be useful too.
  • Ensure you understand fully what each candidate is seeking in their next career move and what interests them about the role you are recruiting for.
  • Gain the following information current salary and package details (every aspect of it), when did they last have a review, salary expectations and notice period.
  • Ask about what other roles they are interviewing for so that you know the competition.
  • Provide the candidate with plenty of time at the end of the interview to ask you questions. Make sure that they have all the information they require to make a decision if offered the role
  • Turn the interview process around as quickly as possible and avoid delays so as to minimize the chances of losing a good candidate to the competition.

Branding

Increasing awareness of your organisation will help you to attract and recruit staff. Investing in a quality website and online presence can help to project your organization in a more professional manner and therefore making it a more attractive option for candidates. A regular presence in a professional or business magazine will also increase brand awareness. First impressions are critical so it is imperative that you present the right image. Social media is also used to great effect in this area. Having a presence on and monitoring commentary about your organization on websites such as Glassdoor.com is also an important activity.

Networking

The power of word of mouth can not be under estimated during the recruitment process. Ensure that you are utilizing your network of contacts to promote your organisation as a workplace of choice. Again Facebook and LinkedIn can help to circulate information about your organization.

Referral schemes

Your current employees can also prove to be an excellent source of strong candidates. Incentives in the shape of a bonus or vouchers to recommend and refer candidates can help to attract potential employees to your practice. The more appealing the reward the more likely you are to receive referrals.

Staff retention

Look after your employees or your competitors will

  • Create a culture and environment that makes employees feel valued and enjoy working with your organization. Recognise their input and ask for their contributions. Listen to new ideas.
  • Set clear goals and be specific in terms of what is expected of employees. Provide regular and clear communication and feedback. Keep top talent informed of major developments and actively promote open communication.
  • Provide opportunities for career advancement and learning. Develop employees by supporting their training and further education. Let them know what plans you have for them and listen to what motivates them.
  • Allow employees to work on areas that they are passionate about and that enables them to utilise their core skills and strengths.
  • Recognise and reward their achievements. This can be in the form of monetary recognition but should also include face to face recognition such as asking to see the person to thank them and congratulate them on their achievements. An email note to advise their colleagues can also work well or other acknowledgements such as a team event. Any feedback however must be sincere as top talent will recognise if it is not.
  • Providing additional benefits such as a performance related bonus, health insurance or a pension scheme will also prove beneficial in terms of attracting and retaining quality candidates. It demonstrates your commitment to your employees.
  • Flexible working arrangement such as flexibility in relation to start times, part time work arrangements and working from home can open up a new source and flow of applications and can be a big incentive for employees to remain with the organization.

The suggestions above are not particularly radical or unique but in most cases they can be implemented in a short timeframe to have an immediate impact on the success rate of your recruitment and retention policies and procedures. Your people are ultimately the key to the success of your organization and therefore it is essential that you attract, recruit and retain top talent to secure the future of your organisation.

Have a query?

If you have a query, please refer to our Support & Services page and contact the relevant department with your query.

See Support & Services

Was this article helpful?

yes no

The latest news to your inbox

Please enter a valid email address You have entered an invalid email address.

Useful links

  • Current students
  • Becoming a student
  • Knowledge centre
  • Shop
  • District societies

Get in touch

Dublin HQ

Chartered Accountants
House, 47-49 Pearse St,
Dublin 2, D02 YN40, Ireland

TEL: +353 1 637 7200
Belfast HQ

The Linenhall
32-38 Linenhall Street, Belfast,
Antrim, BT2 8BG, United Kingdom

TEL: +44 28 9043 5840

Connect with us

Something wrong?

Is the website not looking right/working right for you?
Browser support
CAW Footer Logo-min
GAA Footer Logo-min
CCAB-I Footer Logo-min
ABN_Logo-min

© Copyright Chartered Accountants Ireland 2020. All Rights Reserved.

☰
  • Terms & conditions
  • Privacy statement
  • Event privacy notice
  • Sitemap
LOADING...

Please wait while the page loads.