...job seekers talk of getting lots of love from recruiters when they’re in a hiring process, and getting silence from their agencies or TA specialists otherwise.
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We've lost count of the number of conversations with Business and HR executives about their need to staff up their TA functions after a period of downsizing. When we ask “why don’t you just hire back past TA team members?” we are told “no, they weren’t that good anyway”.
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No running away and escaping. No crouching and hiding. The clock is ticking. The bell is tolling. It means standing your ground and fighting the good fight. You stand up and show your courage because you, your colleagues, your organisation, your community and the ones you love are very much dependent on the success of the Change Programme for your and their survival.
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The MD then called the candidate directly – explained that we’d have to cancel the final meetings as we couldn’t afford to match the other employment offer, but wished him luck in the other role. The candidate was bemused - no offer had been received and he wasn’t in other hiring processes!
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But I knew I wanted this particular person. So I told the candidate as she walked out of the interview room, that I thought she was great and I wanted her on our team. And 20 minutes later, I emailed her a detailed list of reasons on why we had to work together, and how I would personally support her through all the learning areas we'd already discussed at interview.
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Hiring managers are NOT looking for job descriptions or activities on your resume. Job descriptions are simply boring descriptions of the responsibilities of the HR positions you have held in the past. Today, that simply won’t cut it.
The language of business is dollars and numbers. Everyone wants HR folks who deliver impact and produce results.
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It means that companies ultimately make their hiring choices from people with the best CV's.....rather than from those in the "too hard" basket who actually might be the best people for the job. Unfortunately, using the CV alone as a key input for hiring decisions, has resulted time and again in a poor hiring match.
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It means a bottom gets on the seat sooner, to maximise delivery and productivity for the function. It means the company is never feeling "at ransom" in addressing performance issues for the fear of being left short of a key specialist. It means minimum disruption to the team and to the company.
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The interview schedule if it exists, doesn’t run to plan. The candidate is jumping through hoops to show interest, but it’s a one way love affair – the candidate answers a bunch of detailed questions about themselves but gets minimal chance to ask probing questions of the company interviewers.
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Recruitment driven diversity strategies miss the point. Well meaning leaders intent on 'fixing' the problem often order 'hire more women' as the solution......
- women are hired but don't stay because they are not included
- men are very defensive and resist, resist, resist!
- women feel they are tokens - and it impacts their personal confidence and effectiveness.
...46% of candidates who believe they have had a “negative” overall experience say they will take their alliance, product purchases and relationship somewhere else....An unhappy candidate could also make negative remarks about your company, chasing away potential talents and clients. In fact, 27% of candidates following a bad experience would “actively discourage others to apply.”
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Financially savvy HR managers can identify where the “artful” aspects of finance have been applied to the numbers, where the “soft spots” (or BS) are in the numbers, and they know how applying the numbers differently might lead to different conclusions. They are thus prepared, when appropriate, to question, push back and challenge the numbers like any other member of the business team.
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Glassdoor.com, which allows anonymous postings, is an indicative barometer of work conditions within any company. It would be a great starting point for applicants to rate their interview experience, inclusive of timeliness of feedback.
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But the employee is left in shock, dismay, hurt, and utter bewilderment. They are devastated, and whilst some can quickly dust themselves off and continue with great career success elsewhere, there are many that cannot.
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I struggle to think of another service industry where you pay your dosh up front as the customer, then wait for an uncertain timeframe to receive any kind of service result. It’s time for you, the paying customer to expect and demand more.
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.... I know that companies spend a fortune on packaging, marketing, advertising, securing community goodwill, etc. It will have taken them either a lot of money, or a lot of time to have achieved credibility for their brand. And a recruitment "partner" can effect a fantastically negative impact on this, in just seconds and for free.
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I'm an advocate for cost containment when you do need to utilise the experience/support/expertise of a 3rd party recruitment service. I'm also aware that there are still some recruitment providers who haven't changed their fee ratios or champagne and long lunch lifestyles since the nineties, and I know that that exorbitant fees do not guarantee the best service and results from any agency.
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Those of us the in HR profession are quick to stomp on business leaders when we see/hear of them undertaking discriminatory behaviours and actions.
But let me tell you. HR is absolutely just as culpable when hiring for its own.
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