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48 MANAGING KNOWLEDGE WORK AND INNOVATION

>> RECRUITMENT AND SELECTION
For many years, the firm did not employ a Human Resources (HR) manager. However,
in 1995, based on predicted and expected project work, the firm was faced with a
requirement to increase the expert workforce by 15 per cent (and this was projected
to continue annually, compounded). The firm recruited a Human Resources manager
to develop a more formal recruitment and selection process, and to develop ways of
maintaining high retention rates across the firm.
In the past, consultants had typically been recruited informally by word of
mouth, drawing upon consultants’ global personal networks of colleagues and con-
tacts. In order to make the recruitment process more effective, the HR manager
developed good relationships with two international recruitment agencies that had
offices throughout the world. Once provided with a person specification and a brief
that described very broadly the type of work carried out by the firm, they provided
shortlists of candidates on an ongoing basis. In terms of the selection process, the
founder had always insisted that candidates take an AH6 intelligence test and Cat-
tell’s 16PF personality test. Given that the majority of candidates shortlisted by the
agencies generally had a PhD in a scientific discipline, it was virtually impossible for
any candidate to fail the AH6 test. It was also difficult to ‘fail’ the 16PF because the
firm did not look for an ‘ideal’ profile other than ‘openness’ and a ‘willingness to
experiment’. Consultants were simply keen to see what sort of personality profile
candidates had. Thus, almost all candidates who had been shortlisted proceeded to
an initial short interview with the HR manager and the relevant divisional manager.
During this preliminary interview, the HR manager stated that candidates were
expected to demonstrate a strong understanding of their own and, more impor-
tantly, other disciplines, because of the need to work in interdisciplinary teams shar-
ing knowledge. They were also expected to be ‘almost naturally innovative’ and have
a strong commercial awareness. The HR manager stated,
It’s quite a unique mix we are looking for. All the way through the selection pro-
cess, we give out big indicators to say the sort of organization we are. It’s quite
aggressive maybe, and I’m sure interviewees will pick up quite a lot of arrogance
on the part of the company. But the messages we are giving out are more about
confidence in what we do and how we do it rather than us thinking we are better
than anyone else.

And approximately 25 per cent, which typically equates to four candidates, progress
to a second interview. The firm was not overly concerned about the high numbers of
candidates rejected. Management is only interested in individuals with either a PhD
or particular expertise within a scientific discipline, who are fluent in English, have
some commercial/industrial experience, and who are prepared to adopt the role of
a consultant. This role involves marketing their own and, more generally, the firm’s
abilities and expertise. It is therefore a relatively unique set of characteristics which is
sought in candidates.
The second interview focuses on assessing the candidate’s ability to market to cli-
ents, their overall level of expertise, and their ability to work within interdisciplinary

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