by Claire Ward | May 22, 2025 | Hiring, Learning & Development
For when ‘they just felt right’ doesn’t feel so right anymore…
It starts innocently enough. A CV lands. The interview feels good. You get a decent handshake, some eye contact, and a bit of shared banter about the football or family dogs. They feel right. They’re in.
Fast forward a few months, and you’re quietly wondering if you missed something. Not a disaster, exactly. But not quite what you hoped for either. Maybe they’re struggling to manage the team. Maybe the shine wore off after week two. Maybe you’re back to quietly stepping in again.
Hiring with gut instinct is fast, familiar, and often feels like a strength. Especially in a business built on trust, loyalty and hard-won experience. But it can also be a blind spot.
Because the higher the stakes, the less reliable gut instinct becomes.
Instinct is not a strategy.
There’s a confidence that comes with trusting your instincts: it cuts through the admin, speeds up the process, and it can absolutely play a role in how you choose people.
But when instinct is the only thing driving decisions, it leaves too much to chance.
Instincts are built on your own preferences and experiences. That’s fine when picking lunch or deciding on a new coffee machine. Less fine when shaping the leadership of a growing team.
At best, instinct-only hiring leads to a few underwhelming choices or getting it right to the same degree that a random guess would. At worst, it creates deeper cracks in performance, culture, and morale that take months to surface and even longer to fix.
The hidden cost of guesswork
One mis-hire doesn’t just knock confidence. It quietly chips away at the business.
- Time and energy spent onboarding the wrong person
- Disruption to teams and morale
- Exit costs and re-hiring expense
- Missed opportunities for growth or improvement
- And a subtle but growing sense of frustration
It doesn’t mean people are being careless. Often, it’s the opposite. Many leaders care so much that they rely heavily on their own judgment, thinking it will protect them from making a mistake. But good people decisions need a teensy more than that.
Smarter decisions (without the red tape)
I’m not suggesting that you do what one of my first bosses did when she wanted some more rigour to her selection process i.e ask her interviewees to take a graphology test *
Nor am I suggesting adding layers of bureaucracy or burying your team under forms. But instead are going to suggest some simple tools that sharpen your decisions and reduce the chance of a poor fit.
Here are some light-touch ways to get smarter with how you hire, promote and retain people:
- Create a basic scorecard
Decide on the three or four things that truly matter for the role. Not just generic phrases like ‘good communicator’ or ‘team player’, but things like ‘can give clear feedback under pressure’ or ‘builds trust quickly with clients’. Score every candidate against the same criteria. Patterns emerge fast.
- Ask for examples, not hypotheticals
Behavioural questions like “Tell me about a time you…” are far more useful than “What would you do if…”. People’s actual past behaviour tells you much more than what they say they would do.
- Don’t do it alone
Bring in a second pair of eyes for interviews. It helps balance bias and gives another perspective, especially useful when you’re hiring into senior roles or unfamiliar areas.
- Reflect on past hires
Keep a light-touch log of who you’ve hired and how it worked out six months later. Look back at your notes. Were there early signs you missed? Did your favourites always perform best? It’s a useful exercise for improving your own judgement over time.
When people decisions are based on clarity rather than just chemistry, the likelihood of your newbie succeeding skyrocket. There’s science * to support this and everything!
You build teams with more consistency. Leaders are more confident in their roles. The culture strengthens because it’s not resting on the shoulders of just you. And yes, it saves time and money in the long run too.
Gut feel should still be in the room. It just shouldn’t be running the show.
If you want to chat about boosting your hiring strategy, then drop us a line at hello@thehrhub.co.uk or call 0203 951 1208.
Not a phone or email kind of person? Grab my book, The MAGIC of HR, for more practical tips to build a culture that actually works.
* Honestly, it still amazes me that I ‘passed’ that test, despite having the handwriting of a 5 year old. But what can I say? I lasted about 9 months – not great either!
by Jenny Stark | Sep 2, 2024 | Hiring, HR Data & Systems, Vision, Values & Culture
Are you planning to recruit new staff in Q3? If so, congratulations!
Bringing in new talent to help you nurture and grow your business is often a huge indicator of success, and it can give you a really big push towards your big goals. If you’re new to the field of recruitment though, it’s worth taking a step back and getting a few things clear before you move ahead. Any mistakes in the process could be very costly, but they’re also pretty easy to avoid.
Assess whether you genuinely need to recruit
Do you really need a full time pair of hands, or can you get things done by getting more creative? If the work is seasonal, consider hiring temporary staff to help during busy periods without the long-term commitment of a permanent employee. Alternatively, bring in freelancers or contractors who can provide specialised skills without the overhead of a full-time hire. Some tasks may be suitable for outsourcing while others could be automated, reducing the need for additional hire altogether.
Reflect on what you want out of your business and whether hiring a new employee will contribute to your growth and sustainability. Can you afford the ongoing costs associated with employment, including salary, benefits, and potential training? Taking the time to answer these questions will set a solid foundation for your recruitment strategy.
Finding top talent
Once you’ve determined that recruitment is necessary, it’s time to develop a comprehensive strategy to find the best talent for your business. Start by defining your employer brand. What do you have to offer beyond just a salary? Consider aspects such as company culture, career development opportunities, work-life balance initiatives, and unique perks or benefits. Clearly articulating these elements will help attract candidates who align with your company’s ethos.
Next, choose appropriate recruitment channels. Consider a mix of channels to widen your talent pool, including online job boards like Indeed and LinkedIn, social media platforms, industry-specific trade publications, professional networking events, and employee referral programs. Reaching out to university career centres can be beneficial for entry-level positions.
Your job descriptions should not only outline the role’s responsibilities but also sell your company as an attractive place to work. Include a clear and concise job title, key responsibilities, required and preferred qualifications, and information about your company culture and values.
Get the process right
Always remember that the recruitment process works both ways. You’re looking for the best people for your roles, but even in this tough economic climate, high-calibre clients can often afford to be choosy. Don’t give off the wrong message about your business because you haven’t planned your recruitment processes sufficiently.
This starts at the very beginning of the process. How are you communicating with candidates in a way that demonstrates that you value them? How are you giving them an experience that is representative of what it’s really like to work with you? And how are you ensuring that you’re grabbing their attention and making your offer more compelling than that of your competitors?
Implementing efficient screening methods will help you manage the influx of applications. Develop a systematic approach, utilising applicant tracking systems (ATS) to streamline the process. Conduct initial phone or video screenings to assess basic qualifications, and consider using skills assessments or job-specific tests where appropriate. Structured interviews with standardised questions can ensure fair comparisons among candidates.
Engage relevant team members in interviews, seek input from department heads on specific skill requirements, and consider panel interviews for senior positions. This collaborative approach not only enriches the recruitment process but also fosters a sense of ownership among team members.
Track and optimise over time
As you gather data throughout the recruitment process, you can use it to inform your decisions and improve your approach over time. Track key metrics such as time-to-hire, cost-per-hire, and quality of hire. Analyse the effectiveness of different recruitment channels and gather feedback from new hires about their experience. Regularly reviewing and updating your recruitment strategy based on this data will help you refine your process.
Finally, remember that a successful recruitment process doesn’t end with a job offer. Prepare a comprehensive onboarding program to ensure new hires integrate smoothly into your company. Scheduling regular check-ins will help address any concerns or questions they may have.
Recruiting doesn’t have to be a headache; with the right preparation and commitment, it can be a rewarding experience that sets your business on a path to success.
Need help with your recruitment process? Drop us a line via hello@thehrhub.co.uk or give us a call on 0203 6277048. If you don’t want to speak to anyone but would like to learn more, read my book The MAGIC of HR.
by Jenny Stark | Aug 14, 2024 | Employee Engagement, Hiring, HR Data & Systems, Reward
At The HR Hub we live by a simple but powerful philosophy, The MAGIC of HR. It’s all about focusing on the five pillars that can give any business a serious boost: Meaning, Accountability, Growth, Inclusion, and Care. Or as we like to call it, the MAGIC formula. And yes, it really does work like magic when applied across all stages of the employee experience.
We created an HR Scorecard Discovery Quiz and surveyed 143 companies to understand how well they’re using the MAGIC Framework across various HR categories, from recruitment to onboarding, retention to off-boarding.
Today we’re using the MAGIC formula to look at the employee experience – that magical journey your people embark on from the moment they walk through the door (or log in from their kitchen table) to the day they say their goodbyes.
Onboarding Like a Boss
With an average score of 79.8%, it’s clear that most of the companies we surveyed knew how to roll out the red carpet for their new hires. Of course you want to cover the basics: give them a warm welcome, set them up for success, and making sure they don’t spend their first week lost in the office (or worse, in endless Zoom calls). But don’t forget throughout to weave a sense of purpose into their job.
Onboarding isn’t just about ticking off tasks – it’s about giving new employees a sense of Meaning from day one. When people understand how their work contributes to the bigger picture, they’re more engaged, more motivated, and more likely to stick around.
The Offboarding Black Hole
The offboarding process – or lack thereof – scored a measly 54.5% from our respondents. It was like they were all too busy popping the Prosecco to notice the exit door was hanging off its hinges. How you say goodbye matters. Not just for the employee leaving, but for the ones staying behind. And don’t forget, today’s ex-employee could be tomorrow’s brand advocate (or your worst nightmare on Glassdoor).
This is where Accountability comes into play. Offboarding isn’t just a box-ticking exercise; it’s about taking responsibility for your people until the very end. Show them you care about their future, even if it’s no longer with you. A thoughtful offboarding process can leave a lasting positive impression and might just turn that leaver into your biggest advocate.
Where’s the Growth?
Next up, Growth opportunities. With a score of 59.3%, it seemed like some of our respondents might be feeling stuck on the career ladder. If the only way for your team to grow is to leave, you’re in trouble. People want to feel like they’re going somewhere – help them see the path ahead, or risk them walking out the door.
Growth is a big one in the MAGIC formula – it’s literally in the name. Growth isn’t just about promotions; it’s about creating opportunities for learning, development, and personal advancement at every stage. When employees see that they have room to grow, they’re not just more engaged; they’re more loyal. So if you’re not already investing in your team’s development, now’s the time to start.
Show Me the Money (And the Recognition)
Finally, let’s talk rewards. Scoring 62.9% wasn’t terrible from our surveyed companies, but it wasn’t exactly setting the world on fire either. Whether it’s a pat on the back, a bonus, or just a simple “thank you,” recognition goes a long way. If your people feel underappreciated, they won’t stick around long enough to appreciate you.
This is where Inclusion and Care come into the equation. Recognition isn’t just about the big bonuses (though those help!); it’s about making sure everyone feels valued and included. A simple act of recognition can show your employees that you see them, that their contributions matter, and that they’re an integral part of the team. Don’t underestimate the power of a well-timed “thank you.”
So, What’s the Plan?
Employee experience isn’t just HR’s problem – it’s your problem. And fixing it isn’t rocket science. Start by taking a good hard look at your weakest areas. Whether it’s offboarding, growth, or rewards, figure out where you’re falling short and get to work. And remember, the MAGIC formula isn’t just a catchy acronym; it’s a proven approach to building a workplace where people actually want to work.
At thehrhub.co.uk, we’re here to help you apply that MAGIC across all stages of the employee experience. Whether it’s giving your onboarding process that extra sprinkle of meaning, boosting your growth opportunities, or making sure your offboarding process leaves everyone with a smile, we’ve got you covered. Because at the end of the day, a happy team means a happy bottom line.
Need help creating better employee experiences? Drop us a line via hello@thehrhub.co.uk or give us a call on 0203 6277048. If you don’t want to speak to anyone but would like to learn more, read my book The MAGIC of HR.
by Jenny Stark | Aug 7, 2024 | Hiring, HR Data & Systems, Learning & Development, Vision, Values & Culture
I’m always amazed watching the grace and composure of Tom Daley and Noah Williams when performing their synchronised dives. Talk about performing under pressure and teamwork! At the Olympics this year they both looked cool as cucumbers as they tumbled through the air at 35mph and cut the glass-like water, getting well-deserved Silver medals.
It got me thinking about the interesting strategies that Olympic coaches use to motivate their athletes and build accountability, one of the core beliefs in our M.A.G.I.C Framework.
How to build accountability
Tom Daly famously trains for 5-6 hours a day, 65% of which is on dry land (weights, strength conditioning, gymnastics, ballet, yoga, cardio) in order to build a strong core for diving, and 35% in the water. As a top performing athlete he’s highly emotionally motivated to succeed, but this isn’t always the case for employees within a business who might see themselves as functional ‘cogs in the wheel’ and might not be as closely invested in the company’s vision. How can a leader create the same level of accountability from their employees that Daley displays in his daily training?
The answer is accountability, the glue between an action and a result. Being responsible for your actions, performance and (sometimes – as we are only human!) your mistakes, makes you more of a desirable person to work with and is what accountability is all about. When you share openly what you are focussed on, how far you have come, what challenges you have seen along the way – this all builds trust with others. And where people trust more, it breeds an increase in commitment, creativity and happiness.
Measuring what ‘good’ looks like
Often we think of job descriptions as just an itemised list of things we agree upon when hiring someone. But a job description is more than that – it’s a set of expectations for a person in a role, which can be used at the end of a quarter to determine whether or not an employee is performing according to their definition of ‘good.’
Good for an Olympic diver is not the same as good for an Olympic boxer. Equally, different companies and roles will require different definitions of good. For example, Deliveroo is transaction based and prioritises speed of delivery, whereas The Ritz may prioritise personalised customer service that is memorable and delights their guests. They’re both ‘good,’ but at opposite ends of the spectrum.
Having clearly defined KPIs based upon the employee’s job description ensures that there’s a common language and set of expectations that as a leader you can refer back to, in order to create accountability.
If you and your team also know that in your culture, all of this gets shared openly – through transparent goals and objectives ( in any form – Goals; OKRs etc) – then this keeps accountability by allowing teams to see progress, having alignment and translates your purpose into meaningful steps for people to progress against. You encourage a sense of individual responsibility for performance and a sense of “ I progressed this far today but didn’t manage to get to x”, rather than a dismissive uncaring ‘I didn’t do it because I was waiting on x, y or z!”
Accountability allows people to control their own impact on the business and make it a more positive one, thereby reducing the likelihood of the dreaded micro-management: a no-no for your team’s motivation and a constant drain on your own time.
Feedback is key
Which brings me onto my last and most important point – feedback. How close or far is your employee from your definition of good? For Daley and Williams, this can be quantified by their diving scores, with an exact breakdown for where they were or weren’t synchronised, or created too much backsplash, etc.
Many leaders tend to ignore problems and resort to worst case scenarios – firing their underperforming employees – without taking the proper time to implement feedback loops and understand why they’re underperforming. This could look like weekly one on ones, quarterlies or messages on Slack.
This seems obvious but you’d be surprised by the number of leaders who simply don’t focus on the fundamentals that propel a company forwards. Most employees want to do a good job, but many don’t always know what they should be prioritising or how that matters to their personal job progression. Creating feedback loops allows for clearer communication and expectation setting that allows employees to thrive in their individual roles.
Need help creating better accountability in your teams? Drop us a line via hello@thehrhub.co.uk or give us a call on 0203 6277048. If you don’t want to speak to anyone but would like to learn more, read my book The MAGIC of HR.
by Jenny Stark | Jul 18, 2024 | Employee Engagement, Hiring, HR Data & Systems
We all know what it feels like to hire the wrong person for the job. The frustration of trying but failing to train them up and integrate them into your team. The pain of letting them go.
I completely understand. Hiring is time-consuming, especially for SME leaders who are already stretched doing a million things at once. It’s tempting to skip a few steps and go for the candidate who looks best on paper….
Please. Don’t.
Creating a hiring system that’s process driven can save you so much time and effort further down the line.
Be crystal clear about the job role and responsibilities
At the risk of teaching grandma to suck eggs, I won’t go through this point in too much detail. However you want to be systematic about this stage, breaking down the pain points you need support with and the benefits that will attract your potential candidate to the position.
What compensation are you offering? Will they get career growth? What’s the company culture like?
Be clear in advance what level of expertise you’re targeting. Do you want a graduate with junior-level experience who you can train up, or do you have limited capacity for training in which case a more senior candidate might work better.
Similar to generating marketing leads for a business, the more clearly you can visualise your target candidate and how they can aid your business’s pain points, the easier it will be to attract the right fit.
Build a strong employer brand
Please avoid using language like “rockstar” or “ninja,” I’ve seen this too many times. It comes across as disingenuous and predictable.
At this point your copy is what’s going to draw the right candidate to you, so it’s crucial you get it right. Think about the type of candidate you want to attract and tailor your copy towards them. A graduate will respond differently to a Manager. Just as different types of fish require different types of bait, you need the right language for the right person.
All the platforms, far and wide
Although LinkedIn will most likely be your strongest platform, you’d be surprised how many excellent candidates I’ve hired simply by spreading the word far and wide on Glassdoor, WorkingMums and at Graduate Fairs.
Try to keep the process simple. Applying to your job should be straightforward, not an online obstacle course. Too much bureaucracy too early on can be hugely off-putting to new candidates.
Be rigorous during the interview process
Start with a simple phone call to gather more information about the candidate. Does their CV match what they’re saying? Are they excited about the job? Why do they want this job?
After that, you may want to consider having up to three more virtual or in-person interviews, culminating in an interview with the CEO. In these different stages you want to screen for red flags, monitoring for proof of their skill sets using techniques like situational tests.
Will they be a good cultural fit? It’s also worth being upfront about your requirements and rules when it comes to candidate performance. For example, if it’s a fully remote job, do you expect team members to always have their cameras on during meetings?
Beware of your own confirmation biases when hiring, too. Think about your closest five friends – are they all the same gender, ethnicity, sexuality, culture, etc? If so, you may want to pay attention to the type of people you’re hiring and ask yourself if you’re projecting your own biases onto candidates who may be the right fit and competent, but don’t conform to your personal biases.
Steve Jobs once said…
“Great things in business are never done by one person. They’re done by a team of people.” Who you hire can make or break your business (especially as an SME).
Hopefully the framework above can help when it comes to helping with your hiring challenges. If you need any more support, we provide a comprehensive recruitment process so drop us a line via hello@thehrhub.co.uk or give us a call on 0203 6277048.
Don’t want to speak to anyone but would like to read more? Read my book The MAGIC of HR.
by Claire Ward | Mar 4, 2024 | Employee Engagement, Hiring, Internal Communications, Uncategorized
For many this year, even though numbers might not have been as high as other years, January and February have seen an influx of new faces around the office.
The arrival of these newbies is an opportune moment to reflect on how you can not just welcome them, but truly integrate them into your teams. It’s hardly a secret that the way we bring people into our organisations can make or break their experience – and, by extension, their commitment and performance.
Research is loud and clear on this: a well-thought-out onboarding process is directly linked to happier, more productive employees who are not just likely to stick around but also to thrive. Despite this, the sad reality is that many companies still treat this process as an afterthought, leading to unnecessary stress and a disheartening start for many.
But fear not! I’ve put together a checklist that’s all about adding that personal touch and ensuring your newbies feel not just welcomed but valued from day one. Let’s dive in!
The HR Hub’s New Starter Success Checklist
- First Impressions Matter: A Warm Welcome Goes a Long Way: Nothing says “we’re glad you’re here” like being greeted by friendly faces on your first day. Make sure someone’s there to welcome them, their workspace is all set, and they have the tools they need. It’s the little things that count.
- Buddy Up: The Power of a Good Mentor: Pair your new starter with a seasoned pro who’s not just knowledgeable but also approachable. This mentor can help them navigate the new environment, introduce them to the team, and be a go-to for all those “how do we do things here?” questions. It’s about making connections and feeling supported.
- The Big Picture: Sharing Your Story:Take the time to share the essence of your organisation – its history, values, and vision. Show them how they fit into this bigger picture. It’s an empowering reminder that they’ve made a fantastic choice in joining your team.
- Setting the Stage: Clear Expectations Lead to Success: What does success look like in their role? Be clear about your expectations, both in terms of their contributions and the standards you uphold. Kick things off with some immediate tasks and outline broader goals. Transparency about performance reviews and any probation period is key to building trust.
- Open Doors: Ensuring They’re Comfortable and Confident: Make sure they know it’s okay to ask questions and seek help. Schedule any necessary training and check in regularly to ensure they’re settling in just fine. It’s all about open communication and readiness to support.
A thoughtful onboarding experience isn’t just a nice-to-have; it’s a must for encouraging motivation and performance. Done right, it sets the stage for a rewarding relationship with each new team member.
For those navigating the complex waters of HR, remember, support is always available. At theHRHub, we specialise in providing top-notch online assistance for startups and SMEs. Discover more by dropping us a line at hello@thehrhub.co.uk or give us a call on 0203 951 1208.
