Recruiting is expensive! In terms of time, money, hope, energy, trust, and credibility…
Capturing the right talents, those who will thrive, grow, and contribute to your organization’s performance is not a risk-free operation… Many elements and players are taken into account, which is why it is urgent to ask ourselves the right questions, use the right tools, choose the right indicators, and implement the right strategy!
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After wearing out the ideal recruiter robot and demonstrating that it is also a community manager, this position is aimed at our dear sponsors: HRD clients, operational directors, recruiting managers, but also consulting firms.
It is necessary to take stock of the essentials to validate before launching, gun on shoulder, eye on the target, in search of the rare gem: this long-awaited collaborator, this “Messiah” who will save a team, a site, or a subsidiary in a turbulent area…
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The right timing
Anticipate the acquisition of new talents in advance. A replacement due to internal mobility, the creation of a new service, the marketing of a new service, an organizational change are all situations where HR managers must anticipate human resource needs and then develop their skills development plan (PDC), but also identify the profiles of the new employees to be recruited.
Being reactive: recruiting is about making the right decision about the right people, at the right time! It is better to avoid rushing, but, however, reactivity is one of the ingredients that determine success. It is imperative to “pace” the recruitment process as best as possible. Among other things, it includes:
- Involving the relevant stakeholders
- Organizing it
- Scheduling meetings to gather feedback from various interlocutors
- Setting the deadline by which the decision must be made and communicated to the candidate
Too often, believe me from experience, decision-making is hindered by simple agenda issues (HR, operational directors, president, shareholders, but also that of the candidate…).
This may seem simplistic, but the recruiter must be a conductor motivated by a single objective: to make the right decision as soon as possible and avoid missing out on the right candidate. Unfortunately, it is not so rare that good candidates, after a long wait, will disagree or worse, accept another less interesting offer due to timing…
The right players
Once again, vigilance is necessary before any approach; it is indeed important to precisely identify which players will be involved in the recruitment. In the family of “… EUR” I ask for, or for:
- Decision-maker(s)…
- Influencer(s)…
- Collaborator(s)…
- Tester(s)…
- Evaluator(s)…
- Negotiator(s)…
- Integrator(s)…
- Teacher(s)…
A recruiter is never alone! A dedicated formula speaks of “All HR”; this is true and I support this idea. But be careful…
Recently, a client from the HRD of a large group reminded me of the risk of having too many interlocutors in a process.
For the “supplier” company in particular. The effects are counterproductive: a dilution of the specifications, non-contradictory opinions but, in contradiction, the dissipation of information among others. I am 100% in favor of limiting decision-makers, I encourage my team to pay attention to this, but I will specify the following nuance: at each stage, the right interlocutor.
Recruitment: it is above all about evaluating
A good decision is anything but arbitrary. It is indeed the intersection of different perspectives but also the collection of different information that will allow for the right choice.
- Candidate behavior and posture throughout the process: reactivity, availability, written expression, oral relational talent…
- Results and analysis of technical and/or personality tests
- Analysis of the various interviews and exchanges with different interviewers
- Projection of the candidate in the position: through assessment centers or interviews to seek facts or situations… Having the material to know if the candidate will have the posture, reflexes, endurance… in short, the various personal talents necessary for the position.
- Taking professional references
- …
It is up to the recruiter to cross-reference and put these different pieces of information into perspective in order to make the right decision.
A good decision should not be biased. That is why HRDs and recruiters must be vigilant and, if necessary, raise awareness among other stakeholders about evaluation bias. I will not elaborate on this point; I refer you to the excellent post by Jean Baptiste Audrerie on this subject: “12 cognitive biases for the outside…”.
A single and same frame of reference
This is essential! Here too, it is a stumbling block.
Too often, the different stakeholders have differing perceptions of the right profile. Sometimes, for some, the level of education is important, while for others, commercial expertise is preferred. Not good…
It is essential to harmonize the perceptions of each individual.
To do this, the written formalization of the job description is essential. The recruiter who wants to make the right decision quickly cannot spare the effort to write, validate, and share a complete, accurate, and concrete job description. Once again, I will not detail how to conduct a job audit; it will be the subject of a future post, I promise.
Ask yourself: The right question!
Too often, job descriptions do not highlight the skills that will make the difference enough!
We detail the technical aspects, past experiences, acquired skills, business knowledge… but at the level of equal skills, what will make the difference? In critical situations, what skills will allow our future employee to “perform”? I like to talk about added value. How after 6 months can I “pat myself on the back” and say “I recruited the right candidate”?
On this question, which is essential for me, I have my answer: soft skills, leadership, or charisma. Whether they are senior executives, upper management, supervisors, employees, or workers, there will always be collaborators who, through their posture, what they release, or their propensity to move forward, will stand out!
Therefore, to make the right decision, HR or operational recruiters must agree on non-technical skills or “soft skills”:
- An entrepreneurial spirit?
- Creative reasoning?
- A taste for innovation?
- Relational talent?
- … etc
An agile process
Recruitment is not an exact science; doubt and risk-taking must be accepted.
Recruiters, shift the lines, try to explore “out-of-the-box” profiles, adjust everyone’s perceptions, and above all, be generous!
Never send out a CV on a doubt; pick up your phone and ask the right questions. Talk to your colleagues, to your client (internal or external), and even better, discuss your doubts with the candidates. Objectively, you will be able to appreciate their feedback, reasoned or not.
And you! On your side, what is your main asset to avoid making mistakes or, in any case, to minimize the risk of error? Share your feedback with us…
Tag: become a recruitment officer