Is the Interview Process Flawed?

Teresa Romanovsky • May 26, 2022

Recruiters and human resources professionals are creating interesting dialogue around various interview techniques and wondering if they are flawed or not. The process probably hasn’t changed much in the past decade, with the attitude ‘if it ain’t broke, don’t fix it’ and could be considered an artificial environment. Shifting the routine and making changes could result in more effective interviewing techniques and processes and the start of creating more robust, more committed teams.

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Debunking Neurodiversity Myths in the Workplace

By Teresa Romanovsky • 01 May, 2024
Following Neurodiversity Celebration Week, which took place from 18th to 24th March, it's important to address and dispel prevailing misconceptions surrounding integrating neurodivergent individuals in the workplace. Despite the growing evidence supporting the advantages of cognitively diverse teams—such as increased productivity, enhanced decision-making, and heightened innovation—many organisations remain apprehensive about embracing neurodivergent talent. This reluctance not only sidelines a significant portion of the global talent pool, estimated at 15-20 per cent but also hampers organisational growth and innovation.

The Cost of a Bad Hire

By Teresa Romanovsky • 29 Apr, 2024
In the increasingly complex environment of a modern business, hiring and retaining talent is more than a routine HR function—it's a critical strategic operation with far-reaching implications for organisational success and sustainability. The direct and indirect costs associated with employee turnover expose a varied picture, revealing a financial burden and a multifaceted challenge impacting productivity, morale, and corporate reputation.

Empowering People, Enhancing Business - Navigating the Shift to Human Sustainability

By Teresa Romanovsky • 03 Apr, 2024
In today's economy, the paramount importance of human elements—such as creativity, empathy, and innovation—marks a significant shift from past industrial and knowledge economies. This evolution highlights the critical role of human traits in driving organisational value across various dimensions, including revenue, innovation, efficiency, and brand relevance. However, the efforts of organisations to prioritise these crucial human connections often fall short, primarily due to a legacy mindset focused on extracting value from individuals rather than collaborating with them to forge a better future for both parties.
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