We scope the role before we recruit against it, then assess with people who have worked these disciplines for decades. That is what produces a shortlist who can hold the position, not just describe it.
Align.
Amplify.
engineering, project support and financial services attract,
strengthen, align and retain exceptional people.
A recruitment agency
should be measured
on retention.
Most recruitment companies are in fact not judged on retention, the fee is earned on the start date, which puts the incentive at exactly the point your risk begins. Twelve month guarantees exist, and a hire who is going to fail rarely fails inside one.
We would rather be judged on the two year mark, on whether the appointment held and whether the function around it got stronger. That is a harder standard and it changes what we do before we open a recruitment process. We want the org chart, the reporting lines, the reason the last incumbent left, and an honest read on the manager the role reports to, because those four things predict tenure better than any CV in the pile.
Where that assessment says the vacancy is not your problem, we will tell you, even when the recommendation costs us the mandate.
Strategic Recruitment
HR Advisory and Support
Organisational design, policy, contracts, employee relations and payroll, run to South African labour legislation and to your reporting cycle.
Training and Capability Building
Where the capability gap is closer than a hire can reach, we scope the intervention and bring in the specialist partner to deliver it.
Workforce Analytics
Attrition, cost per hire, time to productivity and where your capability risk concentrates, reported in a form your board can act on.
Employee Wellbeing
A diagnosis of what is driving absenteeism and regretted attrition, and a referral to the right practitioner where clinical support is needed.
Thirty-five years
inside the industries
you are hiring
into.
A CV records a career through titles and responsibilities. It rarely captures the full extent of a person’s capability.
Accord Human Capital looks beyond the title to understand what an individual has been entrusted with, the environments in which they have operated, the complexity they have managed, and which of those capabilities will translate to the role in question.
That perspective brings a different level of judgement to the selection process. It helps distinguish between a title that suggests more than the experience behind it, and a candidate whose relevant capability may be less obvious because it sits beneath a different title, within an adjacent discipline or across a different project environment.
At Accord, we look beyond the CV to understand the capability behind it.
IN PRACTICE
You need someone
who can hit the
ground running.
The requirement appears in most briefs we receive, and the reason for it is sound. The position has been open six weeks and the workload has not paused. What is worth examining is what that requirement is costing you.
The skills you are describing are in structural short supply, through emigration, an ageing senior cohort, and the fact that anyone still practising is employed on terms their current employer will defend. A brief specifying a precise match against a three week start date has two outcomes, and both carry cost. The process extends, or it closes on a compromise appointment.
There is a way through, and we are here to help you find it. It starts with a conversation most briefs skip. What does this person have to do in week one that they could not learn by week four? Where the answer is your systems, the constraint is capability rather than availability, and closing it costs materially less than a six month recruitment process. We would rather establish that at the outset than submit three candidates who do not fit.