Staff Selection and Retention


Selecting and retaining employees is vital to any company’s success. Talented people who develop their skills and reinforce their value to a business and its customers are an important asset. Selecting and retaining talent like this, as well as creating an environment in which they can thrive, is paramount.

The main components of any strategy to improve the quality of your workforce must include: upping the calibre of new recruits; recognising and retaining your top talent; and enhancing your staff through performance development. Discovering outstanding talent in the first place, however, is what many employers struggle to do. Working with an effective recruitment agency is a good start, but agencies can only do so much of the legwork. It should be priority of every businesses owner or recruiter to improve their employer brand and add value to the recruitment process. But what if you could increase employee loyalty and improve retention at the same time? Well, with a team recruitment strategy, you can.

There are five main steps to this plan: defining your workforce requirements; finding and attracting the most relevant candidates; picking the right candidate for the job; and integrating new recruits as quickly and smoothly as possible. The fifth point is perhaps the most relevant: include current employees in all stages of the recruitment process.

There are plenty of ways to involve your staff in the recruitment process, but we’ll look at three of the most common and effective methods: using your employee as an agent; as an evaluator; and finally, as a mentor.


There’s no need to go overboard, but developing a modest recruitment incentive strategy will immediately reward you with positive PR from your employees. Most importantly, it will improve an employee’s perception of their relationship with you and the company.

Inviting an existing employee to take part in the recruitment process adds value for a number of reasons. Because certain employees will have a greater understanding of the various job functions and responsibilities within the company, they are in a good position to match it to a candidate. Say, for instance, an employee recommends one of the candidates – they will feel valued and flattered if you consider that candidate or, even better, hire them. When employees know they can benefit from attracting others to the company, you again create natural, positive PR. Their involvement will also cultivate a spirit of contribution to the company as a whole. Reward them with a small bonus or an extra day’s holiday.


Using employees as evaluators in interviews increases their sense of value and provides front-line insight into a candidate’s suitability. Regardless if evaluators are active or passive during the process, taking the time to listen to their post-interview thoughts and opinions will be helpful when deciding which candidate is most suitable. It also gives a voice to the employers who will be working with the new recruit and supports ownership of departmental activity. Furthermore, the working relationship between management and staff is given a major boost.


A basic mentorship programme is important for successful candidates to familiarise and integrate themselves with a company. Basic knowledge that should be passed on includes: orientation, company history, hierarchy, company brand and objectives, benefits summary, and social opportunities. Mentors should be chosen from a new recruit’s immediate team – perhaps the employee who sat in on the interviews. A new mentor should be assigned for each new employee, until all team members have had an opportunity to do it.

Whether you’re looking at sales recruitment or call centre recruitment, every hiring process needs a well-planned strategy. Happy hunting!