Deadlines are a staple of the working world, but in the fiscally-charged world of football, one deadline is bigger than the rest; Transfer Deadline Day.
Recruitment policy is tested as the pressure of having to appease fans, the press, and shareholders intensifies throughout the day; so what can be learnt from the successes and follies for these football teams?
Relocate the best talent
Football, just like the job market, is global. If the best candidate needs relocating, then relocate them.
Speaking to Recruitment Grapevine, Nico Blier, Director of Talent Attraction Europe at Trustpilot, a French national who moved to Denmark, said: “It’s more than finding what’s the best available in Denmark, it’s really what’s the best that we can get – even if we have to relocate them.
“if we have hired a French person and they are looking for a specific type of cheese – we help them find the cheese.”
Fully assess the risk when recruiting potential
While identifying someone who could flourish in the future can get you a future star at a cut-price cost, be wary that they may not always fulfil the promise of their early years.
Speaking to Recruitment Grapevine, Amanda Davies, Managing Director at ISV Group, expands: “The skilled based testing is based on experience in a way but it helps take blinkers off so it’s not industry specific.”
She also says that the assessment should only be taken so far: “If I’m recruiting someone, I’m only really concerned with whether they are numerate, literate, or if they know one end of the spreadsheets from another, rather than judging them on whether they’ve changed from a manufacturing industry or a high-tech industry.”
Ensure they’re the right cultural fit
Signing a player with bags of talent should not be the only prerequisite before handing over the money. Just as with a new hire, if they don’t slot into the company culture, or cant adapt to it, then it’s bad news for both sides.
Speaking to Recruitment Grapevine, Amanda Johnston, Head of HR Practice at Alium Partners, said: “I’ve seen hires that have looked very strong on paper in terms of skills, knowledge and competencies. They have interviewed very well, but actually have never been able to bring all of those strengths to bear in the organisation because they haven’t been able to engage with the organisation in a positive way.
“What becomes important is the ability of that individual to engage with, and win the confidence of, the people that they are working with, whether that’s the board or their own team.
“One of the challenges is always trying to get a get a client to sit down and talk to you. [The recruiter’s] role is to understand the culture of the organisation as well as the job, as well as the deliverables, and be able to clearly assess the individual; to make sure they are going to be able to operate in that environment, and be accepted by that environment.”