More of the CVs I see tick every box. They quantify impact, they tell the story, properly and that would usually mean, “they’re worth a screening call”.

It’s very different to how it was even 12 months ago.

It’s going to lead to a significant time sink for internal hiring teams and hiring managers.

Unless you’ve got somebody at the front end who knows how to properly interview and assess talent, you’re just going to waste more time. And time, in this context? That’s bad hires, wasted budget, slower growth, internal friction… take your pick.

How many leaders/managers have had proper interview training?

How many managers know how to properly score an interview, read body language, take detailed notes, probe deeply into what somebody has achieved?

I’d argue it’s fewer than you’d think.

Most people become managers due to being good at the job they do. They then become responsible for hiring people. They usually learn how to interview from somebody else who didn’t have interview training.

How it used to work (in a lot of businesses):

A need arises because Jeff handed his notice in. They’d dust off an old Job Description (probably from a few years ago), change the last reviewed date in the footer to today’s date and then post it on a job board (and probably send it out to a few recruiters). When it comes to interviewing, they’d either look for past interview questions or if they couldn’t find them, they’d use their trusty friend, Mr/Mrs. google for some.

Simple.

We had a candidate last month who looked perfect on paper. But five minutes into the interview, it was clear they couldn’t evidence half of it… (Has it happened to you yet?)

Nowadays, they go onto their chosen AI model, ask it for a JD for a _______ role. Then ask it to write an advert. Then get it to create some interview questions. If they’re really good with AI, they’ll also ask for a scoring matrix.

On the candidate side. They’re wise to this. They upload the JD to their chosen AI model (potentially the same one as the hiring company) alongside their CV and they ask it to “tailor my CV to this job”.

Few seconds later, and depending on how good they are at prompting, out pops a CV that looks like a perfect fit for the role.

They hit apply. The CV does the job. A few days later, they’re invited to interview.

They don’t remember applying for the role. So they dig out the JD, upload it to their model, and ask: “What questions might I get?”

Then they go one step further: “Based on my CV, how should I answer that?”

So, you now have a bunch of candidates with cracking CVs, ready prepared answers to your questions and a bit of initiative.

So what happens when you’ve got polished answers, polished CVs… and no one in the room trained to tell the difference? Do you see the problem yet?

In a market this competitive, if you can’t tell what’s real at interview… someone else will.

That’s the bit we focus on at Corvus People, getting past the polish.

We ask better questions (We often hear “that’s a good question, I’ve not heard that one before”) and we know what to look for.

It’s what we do every day, and if that kind of sharp thinking would help you, just give me a shout.

By Michael Hewitt

AI is no longer a future concept, it’s here, embedded in our workspaces, reshaping roles, and redefining what it means to be “employable.” As AI agents become increasingly capable of performing tasks once thought to be exclusively human, from analysing data to writing code to managing workflows, the natural question arises: What do we bring to the table that AI can’t replicate?

The answer lies not in doing what machines do faster, but in leaning into what makes us fundamentally human. For too long, the world of work has prioritised IQ technical knowledge, reasoning, and hard skills while EQ (emotional intelligence) has been sidelined as a “nice to have.” That era is over.

To stay relevant and to prosper we need to actively develop the intersection between EQ and IQ. In fact, the most valuable skills of the AI era may well be those we’ve traditionally labelled “soft skills.” It’s time to recognise them as the core skills of the future.

Here are the five human skills you must develop to accelerate in the age of AI:

Imagination: Seeing What Hasn’t Been Seen

AI excels at identifying patterns based on what’s come before. It looks back to predict or generate what might come next. But it doesn’t imagine. It doesn’t dream, hope, or intuit something entirely new.

Imagination is where innovation begins. It’s the ability to see beyond the data, beyond the trend, and beyond the obvious. Whether you’re designing new products, building a brand, or reimagining an entire industry, your capacity to imagine is your competitive edge.

Growth Mindset: Adapting to the Unknown

A growth mindset, the belief that abilities can be developed through dedication and hard work, is no longer optional. AI is evolving fast, and so must we.

In a world where the “right” answers can be retrieved in seconds, the real value lies in asking better questions, being open to feedback, learning new tools, and getting comfortable with uncertainty. The professionals who thrive will be those who embrace change, not resist it.

Creativity: Sparking the Original Thought

AI can assist creativity, it can riff, remix, and generate ideas based on what already exists. But the original spark, the leap that connects seemingly unrelated concepts, still starts with a human.

Creativity is not confined to the arts. It’s critical in problem-solving, strategy, leadership, and innovation. The more you cultivate divergent thinking, the more value you bring in a world where sameness is increasingly automated.

Storytelling: Making Meaning, Creating Connection

In a data-rich world, storytelling becomes the differentiator. It’s how we make sense of complexity, build trust, and inspire action. Whether you’re pitching an idea, leading a team, or presenting to stakeholders, your ability to tell a compelling story is what creates resonance.

AI can mimic structure, even tone but it lacks emotional resonance. It doesn’t live experience. Only humans can draw on nuance, empathy, and shared meaning to tell stories that truly move others.

Conscience: Leading with Empathy and Integrity

As the All Blacks say, great players ‘leave the shirt in a better place.’ This ethos speaks to something AI simply cannot replicate: conscience. It’s the ability to act with integrity, to weigh ethical implications, to care.

In practice, this means empathy, active listening, moral judgement, and the ability to consider others’ perspectives. In a world of automation, these deep human capacities will become more essential, not less especially in leadership.

The Takeaway: Be More Human, Not More Machine

AI will continue to take on more of the mechanical, analytical, and even creative workload. That’s a reality we must embrace. But that doesn’t mean we become obsolete. It means we must become more human.

The skills we’ve traditionally undervalued, imagination, adaptability, creativity, connection, and conscience are emerging as the true power skills of the 21st century. The challenge now is to develop an awareness of these capabilities, to actively build them, and to lead with them.

In a competitive, AI-enhanced world, the humans who will accelerate ahead are those who lean into what makes us irreplaceable.

By Mollie Weatherup

In a world increasingly augmented by AI, the spotlight is shifting to the human skills machines can’t replicate; imagination, creativity, emotional intelligence, ethical reasoning, and storytelling. These aren’t just “nice to have” anymore. They are becoming the core skills of high-performance teams and resilient organisations.

But there’s a catch.

We’ve spent decades assessing IQ and technical ability, with well-established testing and development frameworks. Meanwhile, critical human skills, often bundled under vague terms like “soft skills” or “emotional intelligence” have remained undermeasured and underdeveloped.

That has to change.

To keep pace with AI and retain our relevance, we must treat these human capabilities with the same rigour and intentionality we’ve historically reserved for technical skill. That means we need to measure them, develop them, and embed them into how we recruit, assess, promote, and lead.

Why Measurement Matters

You can’t manage what you don’t measure. Historically, we’ve hesitated to measure human-centred skills because they feel subjective or harder to quantify. But that no longer holds water.

Modern assessment tools are now available that can reliably evaluate human skills such as:

Emotional intelligence (EQ) – through validated tools like the EQ-i 2.0 or MSCEIT

Creativity and divergent thinking – using tasks that assess originality, fluency, and flexibility

Imagination and future-thinking – through scenario-based assessments and innovation simulations

Storytelling and communication – via structured narrative exercises and audience feedback

Moral reasoning and empathy – with ethical dilemma frameworks, 360 reviews, or behavioural interviews

Forward-thinking companies are already embedding these assessments into leadership development, hiring, and team building, not as add-ons, but as core competencies.

How to Develop These Skills in Practice

Unlike some technical skills, human skills aren’t “one and done.” They’re lived, practised, and refined over time. Here’s how organisations and individuals can nurture them:

Imagination: Seeing What Hasn’t Been Seen

AI excels at identifying patterns based on what’s come before. It looks back to predict or generate what might come next. But it doesn’t imagine. It doesn’t dream, hope, or intuit something entirely new.

Imagination is where innovation begins. It’s the ability to see beyond the data, beyond the trend, and beyond the obvious. Whether you’re designing new products, building a brand, or reimagining an entire industry, your capacity to imagine is your competitive edge.

Growth Mindset: Adapting to the Unknown

A growth mindset and the belief that abilities can be developed through dedication and hard work is no longer optional. AI is evolving fast, and so must we.

In a world where the “right” answers can be retrieved in seconds, the real value lies in asking better questions, being open to feedback, learning new tools, and getting comfortable with uncertainty. The professionals who thrive will be those who embrace change, not resist it.

Creativity: Sparking the Original Thought

AI can assist creativity, it can remix and generate ideas based on what already exists. But the original spark, the leap that connects seemingly unrelated concepts, still starts with a human.

Creativity is not confined to the arts. It’s critical in problem-solving, strategy, leadership, and innovation. The more you cultivate divergent thinking, the more value you bring in a world where sameness is increasingly automated.

Storytelling: Making Meaning, Creating Connection

In a data-rich world, storytelling becomes the differentiator. It’s how we make sense of complexity, build trust, and inspire action. Whether you’re pitching an idea, leading a team, or presenting to stakeholders, your ability to tell a compelling story is what creates resonance.

AI can mimic structure, even tone, but it lacks emotional resonance. It doesn’t live experience. Only humans can draw on nuance, empathy, and shared meaning to tell stories that truly move others.

Conscience: Leading with Empathy and Integrity

The ability to act with integrity, to weigh ethical implications, to care is essential.

In practice, this means empathy, active listening, moral judgement, and the ability to consider others’ perspectives. In a world of automation, these deeply human capacities will become more essential, not less, especially in leadership.

The Role of Leaders and Talent Professionals

To build a workforce fit for the future, leaders and talent professionals need to do more than acknowledge the importance of human skills, they must actively integrate them into organisational life.

That means:

• Redesigning job descriptions to prioritise human capabilities alongside technical ones.
• Embedding human skills into performance reviews and promotion criteria.
• Providing coaching and learning journeys focused on empathy, communication, creative thinking, and ethical leadership.
• Creating psychological safety so people can practise, experiment, and grow without fear.

From Intuition to Intention

These skills have always mattered. What’s changed is that in the age of AI, they’re no longer optional, they are what sets us apart.

The organisations and individuals that thrive won’t just acknowledge these human capabilities. They’ll intentionally measure, develop, and embed them, turning human potential into a true competitive advantage.

In the race with AI, the winners won’t be the ones who try to out-compute the machines. They’ll be the ones who double down on what only humans can do.

By Mollie Weatherup

Northern Ireland (NI) is increasingly recognised as a hub for innovation and growth, but to maintain its competitive edge, businesses must attract skilled professionals who bring fresh perspectives. One untapped resource is returners – individuals (or their partners) who have gained international or non-NI experience and are now looking to return. These returners offer immense value to NI-based businesses, driving innovation, change, and new standards. 

Historically, NI has suffered from a ‘brain drain’ with many students choosing to study in GB or Ireland, never to return.  This emigration was often associated with a perceived lack of career opportunities and lower salaries than London and Dublin.  Recent data shows that almost 30% of school leavers choose to study outside of NI, although with the increasing cost of living and students being more cautious about their student loans that figure is likely to be falling.   

NI has some significant advantages in comparison to the rest of the UK & Ireland.  There are several growth industries (Tech & Cyber, Financial Services & FinTech, Life Sciences, Advanced Manufacturing & Engineering and Creative industries), NI’s unique post-Brexit advantage with dual access to UK & EU, the education system and cost of living advantages.   

Returners bring diverse perspectives shaped by their exposure to global markets, industries, and cultures. This wealth of experience fosters creativity and helps businesses approach challenges with fresh solutions. Many returners have worked in fast-paced, large-scale organisations abroad, equipping them with additional skills in innovation, strategy, and cutting-edge technologies that can be transformative for local companies. 

In addition to innovation, returners play a key role in driving change. They often introduce global best practices, elevating operational standards and encouraging businesses to adopt productivity-enhancing tools like AI or automation. Their ability to adapt quickly to evolving markets also creates a sense of agility within teams, inspiring faster decision-making and more dynamic workflows. 

Attracting returners can also help address NI’s skills shortages. These professionals bring expertise that may not be readily available locally, enhancing the talent pool and strengthening businesses across industries. Moreover, their international networks can open doors to new markets, partnerships, and export opportunities, key for NI’s growing focus on global trade. 

Supporting returners signals a commitment to diversity and inclusion. By creating flexible working arrangements or offering support for relocation, businesses can position themselves as forward-thinking employers while boosting employee retention. 

 By encouraging returners back to NI, businesses gain access to a wealth of knowledge and experience that drives innovation and growth, helping NI thrive on the global stage. 

I often must stop myself from stating the obvious but on this occasion, I’m going to go for it: Succession Planning is all about planning for the future of the business. It often includes finding the time to “think” and the time to have critical conversations with family members and high potential colleagues. 

It’s about securing the future of the business and often requires a stoic approach –“What happens if Paul wins the lottery? “Great for him but he’s now off on a around the world trip. Who’s going to do his job and make sure that everyone gets paid?”, “What happens if Orla decides to hang up her Ops Director hat and move to Goa to become a Yoga instructor?”… Okay, so that was probably a bit too specific but hopefully you get the point. 

Succession planning is all about making sure that you have a suitable plan B. 

I spoke to our Head of Human Capital Consulting, Chris Mullan and this is what he had to say: 

“Developing your internal talent and hiring for growth potential are two sides of the same coin, they are both essential for building a resilient, future proofed business. Providing investment for internal talent isn’t just about retaining them, it’s about creating a pipeline of leaders who know your business, your culture, your strategy and processes. Plus, it’s cheaper to build your own than constantly having to go to market for new talent every time you need to fill a position. 

In saying that its equally as important to your approach to external hiring. When bringing new talent into your business, its critical to look beyond the immediate role requirements and assess candidates for the ability to take the next 1-2 (possibly 3) steps in their career path. That talent who can demonstrate not only the skills for the current role but also the potential to grow into future positions ensures that futureproofing. Not only does it save money and time associated with recruiting externally it helps create a culture of opportunity which is attractive to high calibre talent.  

Utilising both strategies helps businesses become more agile and resilient. Creating a robust talent strategy will differentiate your business from others in the market and deliver a steady stream of talent that will ensure business continuity and growth.” 

In any business, it’s crucial to have a succession plan in place. If there are no internal candidates (Plan Bs) ready and able to step into the roles of key leaders (Plan As) should they leave unexpectedly, you’ll need to look externally. Being proactive about this is far better than being reactive. 

Recently, I’ve been collaborating with several business owners to bridge the gap between their stepping back and the next generation stepping up. In all these cases, there was a significant gap that needed to be filled, often spanning 10-15 years. Unfortunately, there was no one within the businesses with the desire or readiness to take on these leadership roles, necessitating an external search. 

There’s a huge benefit to taking a proactive approach to succession planning. It means that instead of having to be reactive to the unexpected and having to make a distressed purchase-style decision on hiring, you’ll be able to take your time to ensure you have the right talent within the business, developing and growing until they are ready to take the step up. 

This proactive approach not only mitigates risks but also positions the business for long-term success. 

If you’ve ever worked at a large, monolithic company—let’s call it a “SHREK company”—you know the experience comes with its own unique flavour of chaos. SHREK companies are big, loud, and often overly complicated, just like their ogre counterpart. Think endless meetings where everyone talks but no one listens, processes that require five approvals for ordering coffee, and a tech stack that feels like it was cobbled together by medieval alchemists.

Now imagine transitioning from that ogre’s swamp to a boutique search firm: small, agile, and alarmingly functional. It’s like moving from a Renaissance fair—all pomp and drama—to a chic, minimalist coffee shop where everyone knows your name and spells it correctly. Here’s what I learned from making that jump and how my time in the swamp gave me a surprising toolkit to thrive in this new world.

Lesson 1: Big Swamps Teach Big Patience

In a SHREK company, things move at the speed of molasses. A simple decision can take weeks because, “hey, let’s form a task force and put together a deck first.” That slow pace taught me patience—a skill that is, ironically, incredibly useful in the fast-paced exec search boutique world. Now, when a client changes their requirements for the third time this week, I don’t flinch. I just channel my inner swamp zen and get on with it.

Lesson 2: You Learn to Herd Cats (and Donkeys)

Big companies are full of people. LOTS of people. And they all have opinions. You’re essentially herding a mix of cats and donkeys (both metaphorically and, in some cases, literally if you count office mascots). Navigating all that taught me the fine art of persuasion, compromise, and knowing when to throw in an anecdote to lighten the mood. Turns out, those skills translate beautifully to boutique firms where matrix is not the key but relationships are and everyone’s voice carries weight.

Lesson 3: Systems Overload = Efficiency Hacks

SHREK companies love a system. No one remembers why these systems exist, but you better follow them. Working in that environment forces you to develop efficiency hacks because otherwise, you’ll drown in a sea of spreadsheets and intranet portals. When I moved to the boutique world, I brought these hacks with me. Suddenly, I was the go-to person for automating repetitive tasks or streamlining processes. Turns out, a little swamp ingenuity goes a long way.

Lesson 4: Humility is Key (But Confidence is King)

In a massive organization, you’re one tiny cog in a very big machine. It’s humbling and sometimes frustrating, but it also teaches you the importance of humility. That said, SHREK companies also toughen you up. You learn to speak up, pitch ideas, and advocate for yourself because, if you don’t, you’ll get lost in the swamp’s noise. Most importantly you work with a pool of pedigree folks whose success and resilience will rub on you.
That combination of humility and confidence has been invaluable in boutique land, where every idea counts but collaboration is king.

The Final Takeaway: Big Swamp Energy

While boutique firms are leaner and nimbler, there’s a surprising amount you can bring from the swamp. A big-picture mindset, resilience, and the ability to find humour in even the most ridiculous situations (like realizing your new office’s coffee machine has better tech than your old company’s CRM).

So, here’s to embracing both worlds: the ogre-sized lessons from the SHREK swamp and the bespoke charm of boutique life. And if you’re wondering, yes, I’ve already suggested that our next client pitch include waffles. Donkey would be proud.

How to Retain Top Talent: Strategies for Building a Loyal, Motivated Workforce

In today’s competitive job market, retaining top talent is just as crucial as attracting it—a fact well understood by Corvus People from years of collaboration with clients across Northern Ireland and the UK. Employee turnover disrupts operations, incurs recruitment and training costs, and hampers productivity. According to a 2023 Deloitte report, turnover costs can equate to up to twice an employee’s annual salary. Organisations that prioritise retention cultivate a committed, high-performing workforce that drives long-term success. Many of our clients have made talent retention a strategic priority for 2024.

This article explores actionable strategies to enhance retention, from fostering engagement to prioritising career development.

1. Cultivate a Culture of Engagement
Employee engagement—defined as the emotional commitment employees feel towards their organisation—has a proven impact on retention and performance. According to a Gallup study, businesses with highly engaged employees see 23% higher profitability and 18% lower turnover.

How to Foster Engagement:
Recognise and Reward Excellence: Publicly acknowledge achievements and milestones to ensure employees feel appreciated.
Transparent Communication: Share company goals and clarify individual roles in achieving them. Clear communication fosters trust and alignment.
Solicit and Act on Feedback: Regularly gather input through surveys and meetings, then demonstrate responsiveness to their concerns.

2. Offer Competitive Compensation and Benefits
While engagement and purpose matter, competitive pay remains a non-negotiable. A 2022 report from Glassdoor found that 67% of employees consider salary the most important factor when assessing job opportunities.

Key Areas to Focus On:
Market-Competitive Salaries: Regular benchmarking ensures pay aligns with or exceeds industry norms.
Comprehensive Benefits Packages: Include essentials like healthcare and retirement plans, alongside flexible perks to cater to diverse needs.
Non-Monetary Incentives: Flexible schedules, hybrid working, and generous holiday allowances significantly enhance job satisfaction.

3. Foster Career Growth and Development
Talented employees are ambitious by nature, and a lack of growth opportunities can prompt them to leave. A LinkedIn report revealed that 94% of employees would stay longer if companies invested in their careers.

Growth-Oriented Strategies:
Skill Development Programs: Offer training, workshops, and certifications to upskill employees.
Clear Career Pathways: Clearly outline advancement opportunities and actively support their progression.
Mentorship Programmes: Pair employees with mentors who can guide and inspire their development.

4. Build Strong Leadership
An oft-quoted axiom states, “Employees don’t leave companies; they leave managers.” Research by Forbes underscores this, citing poor leadership as a top reason for turnover.

Leadership Development Tips:
Manager Training Programmes: Equip leaders with skills to manage teams effectively, resolve conflicts, and inspire trust.
Lead by Example: Encourage managers to embody organisational values and prioritise employee well-being.
Regular Check-Ins: Managers should engage in meaningful, ongoing dialogue to understand employee challenges and aspirations.

5. Prioritise Work-Life Balance
Burnout is a leading cause of attrition. The Mental Health Foundation reports that 74% of UK adults felt overwhelmed by work-related stress in 2023.

Promoting Balance:
Flexible Work Arrangements: Enable hybrid or remote working and adaptable hours.
Encourage Time Off: Actively support employees in taking holidays and breaks to recharge.
Mental Health Support: Provide access to counselling, wellness initiatives, and a supportive workplace culture.

6. Create a Sense of Purpose
Purpose-driven organisations attract and retain passionate employees. Harvard Business Review found that employees who view their work as meaningful are three times more likely to remain in their roles.

Ways to Instil Purpose:
Align Roles with Vision: Show how individual contributions drive the organisation’s mission.
Corporate Social Responsibility: Involve employees in projects that give back to the community.
Celebrate Impact: Share stories that highlight employees’ roles in meaningful achievements.

7. Leverage Technology for Retention
Technology can streamline processes and elevate the employee experience. A PwC report indicated that 56% of workers believe technology improves workplace engagement.

Tech Solutions:
HR Analytics: Use data insights to pre-empt turnover trends.
Engagement Platforms: Tools such as surveys and gamification enhance workplace satisfaction.
Learning Management Systems: Offer accessible training and development resources.

8. Conduct Exit Interviews for Improvement Departures, while inevitable, present opportunities to learn. Structured exit interviews provide invaluable insights.

Action Steps:
Identify Trends: Look for recurring reasons behind resignations.
Act on Feedback: Implement changes to address systemic issues.
Maintain Relationships: Former employees can become advocates or even rejoin as “boomerang hires.”

Conclusion
Retaining top talent demands a comprehensive approach that blends engagement, growth opportunities, fair compensation, and strong leadership. By investing in retention, organisations not only reduce costs but also foster a thriving culture where employees flourish. Remember, a loyal workforce isn’t built overnight—it’s cultivated through consistent, meaningful effort.

When it comes to sales, success isn’t just about hitting targets; it’s about having the traits that drive results and foster growth. But what exactly distinguishes a successful salesperson from the rest?  I recently conducted a LinkedIn survey to find out, and the results are in.

Survey Results

Effective Communication (44%):

Undoubtedly, the crown jewel of successful salespeople is effective communication. The ability to articulate ideas, actively listen, and tailor messages to resonate with clients is a game-changer. In a profession where building relationships is paramount, my poll found that 44% of respondents believe that mastering the art of communication is the top trait for success.

In the territory of sales, communication is more than their ability to talk – it’s the art of persuasion, negotiation, and the ability to build genuine connections with their clients. Successful salespeople can convey their ideas with clarity, expression, and persuasiveness.

It is also important to remember that effective communication extends beyond verbal interactions; it includes active listening, empathy, and understanding. By truly tuning in to the needs and concerns of clients, sales professionals can tailor their approach, address objections, and ultimately, close deals more effectively. In essence, communication isn’t just a tool, it’s the cornerstone of building trust, growing new and existing relationships, and driving sustainable sales success.

Resilience (39%):

Sales is not for the faint-hearted, so it is no surprise that resilience emerged as the most crucial trait for39% of the participants. Resilient individuals have the fortitude to persevere in the face of adversity, bouncing back stronger from setbacks and maintaining a positive attitude amidst obstacles.

In sales, where rejection is commonplace, resilience is the bedrock upon which success is built. By building resilience, sales professionals can navigate challenges with confidence, resilience, and determination, ultimately propelling themselves towards greater heights of success.

Adaptability (11%):

While adaptability ranked third, it remains a significant factor in a salesperson’s success, as highlighted by 11% of respondents. In today’s landscape, everything evolves quickly, meaning that adaptability is no longer a luxury. Successful salespeople possess the agility to pivot strategies, embrace new technologies, and tailor their approach to meet the changing needs of clients and market dynamics.

Adaptability isn’t just about reacting to change; it’s about proactively anticipating shifts in the market, embracing innovation, and staying one step ahead of the competition.

So, what do these insights mean for sales professionals and organisations alike?

Firstly, investing in communication skills development should be a top priority. Whether through training programs, workshops, or mentorship initiatives, honing communication expertise can unlock untapped potential and drive bottom-line results.

Secondly, cultivating resilience should be ingrained in the sales culture. Encouraging a growth mindset, providing support systems, and celebrating resilience in action can empower sales teams to navigate challenges with confidence and determination.

Lastly, fostering adaptability is essential for staying ahead of the curve. Embracing innovation, encouraging experimentation, and promoting a culture of continuous learning can position sales teams for success in an ever-evolving marketplace.

The findings of this survey paint a compelling picture of the traits that define success in sales. While effective communication reigns supreme, resilience and adaptability play equally crucial roles in driving sales performance. By prioritising these key traits and investing in their development, sales professionals can unlock their full potential, drive sustainable success, and propel themselves towards unparalleled heights of achievement in the dynamic world of sales.

Written by Charlene Craig.

I often get asked how to promote Diversity and Inclusion (D&I) in the workplace. When it comes to D&I, it starts with the hiring process. And one of the main blockers to fair and accessible processes is our unconscious bias.

Unconscious bias in hiring refers to the subtle, unintentional, and automatic prejudices or preferences that individuals may hold towards certain groups of people. Unconscious biases are often based on factors such as race, gender, age, ethnicity, socioeconomic background, or other characteristics that are not relevant to a person’s ability to perform a job. These biases can manifest in various ways, including:

1. Affinity Bias: Preferring candidates who share similar backgrounds, interests, or experiences with the decision-maker.
2. Halo & Horns Effect: Allowing one positive trait or characteristic to overshadow other relevant factors, or vice versa.
3. Confirmation Bias: Tending to favour information that confirms pre-existing beliefs or stereotypes about certain groups.
4. Stereotyping: Making assumptions about individuals based on generalisations and stereotypes associated with their demographic characteristics.

So, how can you fix this? How do you implement fair, unbiased processes that encourage diversity? The answer lies in employing assessment techniques, which removes the gut feeling and guesswork from recruitment.

Benefits of using Assessments

• Assessments in hiring ensure fair and legally sound practices, supporting diversity and inclusion goals.
• They offer flexibility for unbiased evaluations in recruitment, redundancy, promotion, and leadership development.
• Role-specific competencies identified through assessments align with company standards, ensuring precise and inclusive scoring.
• Evidence-based feedback from assessments provides valuable insights for a transparent and equitable hiring process.
• Scientifically backed assessment methods eliminates reliance on biased gut feelings, ensuring accurate candidate evaluations.
• Layering & integrating various assessments establishes a comprehensive approach to reduce bias.

Effective Evaluation Methods

Assessments can come in many different shapes and sizes, but the most effective are those tailored specifically to the requirements of the role. This will ensure you are measuring what matters most and helps you identify the best person for your role. Some example assessments are:

• Work Sample Tests: Replicate job tasks for a comprehensive evaluation.
• Integrity Tests: Assess honesty, trustworthiness, and dependability.
• Conscientiousness Tests: Evaluate responsibility, organisation, and hard work.
• Structured Employment Interviews: A reliable method for assessing candidates.
• Behavioural Consistency Method: Leverage past behaviour as a predictor of future success.

Eliminating bias from your hiring process is crucial for building a workplace that values diversity and inclusion. By recognising and tackling unconscious biases with practical assessment methods, you can escape the pitfalls of favouritism and stereotyping.

If you need support creating an assessment process that meets the needs of your organisation, while ensuring fairness, get in touch with us today.

Written by Michelle Kearns.