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Role Play for Coaching or Training

 

Line Manager Coaching

 

Suitable for:

role-playing or discussion on a coaching skills, or performance appraisal skills training programme. For guidance on how to facilitate this, or for more materials, please contact us at newworldtalent@thescalagroup.co.uk

 


Role play

Margaret – the coachee

You are Margaret the Recruitment Manager for a healthcare business that is developing new neurological drugs. The business employs 250 people who are mostly scientists, doctors and pharmacists but there is also a significant sales force and support function (HR, accounting etc). It has had some recent breakthroughs and, as a result, will be engaging an additional 50 people over the next year. You have been with the business for the past four years. It is your second job since graduating. You started as assistant in the department, carrying out day-to-day administration.

 

You were promoted about six months ago. You attended an intensive selection interviewing training course and you are now being sponsoring through the CIPD's certificate programme in recruitment and selection.

 

You get on well with your boss, Myra, the Senior HR Manager and believe she has a high regard for you. Your last review was positive and your boss said you have always performed well, delivering on time, and showing initiative.

 

Mostly the recruitment has been going well. You have some good relationships with the executive search firms and also with most of the recruiting line managers. There is one however who gives you problems. It is Bill who is a department head for whom you have had to recruit two technicians. These are posts that are exceptionally difficult to fill, as there is a skills shortage in this area. The usual way of recruiting, (where potential candidates come in for lots of different meetings with sometimes as many as 20 people, plus lunch, assessment tests) just doesn't work in this area. In your view, you have to hold interviews for this posts quickly, not far apart and preferably no more than two for shortlisted candidates, and then make a quick decision. You must turn it all round in just a couple of weeks, and you have to go out of your way to promote the role and the firm. Recently you have lost two good candidates for two different technician roles because they had other job offers before they had even had their final interviews and yet they had attended their first interviews and been short listed some weeks ago. Bill, the head of department for both these vacancies, won't listen to you when you try to get him to use a different process for these vacancies. He treats you as a kid who knows nothing. You know he blames you for recently losing two candidates. He thinks you turned them off. You are concerned that this may indeed be the case. Perhaps it is how you handled the candidates? Perhaps you should manage their expectations better? You fear that maybe it was you? Maybe your inexperience comes through? But then when you think about it, you really feel that Bill’s way of sitting on CVs for ages and wanting to keep calling people back for more interviews gives out the wrong message to these candidates, who can easily walk into any job. The other roles Bill recruits for are different. They all offer candidates some very special experience and opportunity and so the candidates are fighting for the posts. It is quite the reverse for the technicians.

 

Myra – the line manager

You are Senior Hr Manager for a healthcare business that is developing new neurological  drugs...

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