Inside This Issue:
H2FLY is building hydrogen-electric aircraft. That creates a fairly unusual recruitment problem: for some roles, the ideal candidate simply does not exist. There are not many people who can show that they have already spent years doing the exact job.
So H2FLY’s HR Manager Christina Fretz looks for something a CV records rather badly: how somebody approaches a problem they have never met before. And H2FLY is not relying on instinct. The company decided against using AI to screen applicants and have a clear plan in place to get to the talent they need.
Our second interview questions the decades-old employee engagement survey. Charlie Coode, founder of Culture15, share his thoughts on the behaviours it can reinforce and how concrete culture measurement works differently.
These are different problems, but both features are challenging age-old ways of doing things, and asking the brave question: what if there is a better way now for where work is going.
Featured Insights:
Christina Fretz has a hiring problem many employers claim to have, but H2FLY genuinely does: much of the work is so new that few candidates have done it before. Therefore she can’t look for previous job titles on a CV to ascertain suitability.
She explains what the company looks for instead, why H2FLY chose not to automate applicant screening, and how it keeps human judgement from becoming inconsistent.
In a world where businesses are spending big on on AI and their ROI hinges on adoption, culture is ever more in the spotlight. Yet we still don’t have a gold standard for measurement. In an interview with Charlie Coode he explains why engagement is the wrong thing to measure, and his approach to culture measurement and why that is more worthy of HR’s time than hours spent analysing satisfaction scores.
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