DCN July 2016 - Page 11

ISEMENT So how can you improve your chances of making a successful hire? And probably the most important element is the cultural fit. The ‘DNA’ match between the client and the candidate is of paramount importance. And I can speak from personal experience. The company I founded in 1989 was acquired by an American corporation in 2003 and I worked for them for four years prior to their acquisition by a much larger European company. The American working environment fitted me to a ‘T’. It had a start-up culture (although it had been founded over 20 years before I joined) which encouraged individual entrepreneurship with the ‘better to beg forgiveness than ask for permission’ approach. The large European company had a very different structure and culture. A great company nevertheless, but one that didn’t suit my motivations, values and behaviours. But knowing how corporate culture can be different now helps us find the right people who fit in. Round pegs for round holes. In fact, it was this that made me think about recruitment for the data centre industry way back in 2010. The way people were being hired for this mission critical business was just ‘Research shows that a single miss-hire costs companies between four and 14 times their annual salary.’ plain wrong and might explain why over 60 per cent of downtime was attributed to people (Source APC, Operational Intelligence). Errors in design, mistakes in build and just plain old stupidity in operations. Putting together a football team with your mates is fine for a kickaround in the park. But you won’t win the Champions League. But people were getting hired because they ‘knew someone’. And still are. No wonder that the Chartered Institute of Personnel and Development in the UK states that three out of four hires for your business are wrong. Global employment research shows that, when asked who of their team truly adds value to the company, the majority of managers replied that on average it is only one in four of their team! Research also shows that a single miss-hire costs companies between four and 14 times their Catherine Adam, founder of Alchemy (a sister company to Chemistry www.alchemy.london) and non-executive director of performance improvement at Datacenter People (DCP), is applying these Chemistry principles to her work with us, examining the profiles (Intellect, Values, Motivations, Behaviours and Experience) of all the people we have in DCP to make sure we are working on the right things to get the best out of them and make sure we provide the best service to our clients. Once we have that picture we will then be implementing development plans for each one of them to give them all an opportunity to be brilliant at work. As part of this process Catherine will be speaking to our customers and getting their view on our people and what they think we could be doing differently to increase the value of the service we offer. This will be fed into the development plans and used to increase the value of the business we do for our clients and candidates. For us to really be able to understand our clients and to know what the right DNA is for them and their roles, we have to be able to understand ourselves first. If we do, we can then use this to get the right people for clients every time, reducing attrition and increasing the chances of success so that they have at least a 75 per cent chance of getting a truly valuable employee to join their business. annual salary, so the cost of getting it wrong is one of the biggest profit killers for companies. This is exaggerated in mission critical roles and senior hires. datacenterpeople.org