Recruiting With Finesse !

Recruiting With Finesse !

Recruitment agencies can boost an organisation’ s recruiting prowess by following performance- based methodology.

Key learnings:

Job descriptions restrict talent search, and therefore, should be used only as a reference template
Recruiters need to identify at least two accomplishments- -individual and team based--to help recruitment managers steer the interview in the right direction

The workloads of a recruitment manager and a recruiter are inter-linked. If a recruiter works hard, then the recruitment manager need not struggle as hard! Recruitment managers, with the help of recruiters, can create an equation that is mutually beneficial, while serving the organisational interests in the long run.

Most recruiters complain about how recruitment managers reject piles of resumes ruthlessly, while the latter crib over the poor quality of database that the recruiters give them to sieve through. However, experts believe that with performance- based recruiting, the scenario would change for the better. Performance- based recruiting is a tool that recruiters could use to tame the fussy recruitment managers. The strategy aims at providing the managers with better choices, thereby ensuring more hits than misses.

Feel the pulse

Performance- based recruiting underscores identifying candidates who fit the organisation’ s talent description, while analysing the personality type of the candidate and understanding how well it is suited to the existing organisational culture. It makes traditional templates and tools like job description redundant, and uses instinctive judgments to shortlist candidates. The idea behind it is to improve the quality of candidates sent to recruitment managers for screening, thereby enhancing the success ratio.

The concept is based on certain key guiding principles that need to be adhered to for maximising its impact. The guidelines include:

Discard ‘ideal’ job description

Most job descriptions that are handed over to recruiters are more surreal than real! If recruiters go by the job description, they would cut the chances of finding the ‘right fit’ drastically, and instead, line up resumes that are anything but close to the organisational requirements. Experts, therefore, recommend discarding the job description and focussing on a simple “what kind of a candidate will do the job well” criterion. Stating the requirements simply makes the job of identifying talent easy. A simply stated requirement projects the candidate as a normal professional who is equipped to do the job well. In addition, a job description limits the choice, as it binds recruiters in details like experience and skills that may be important only because the manager thinks so, but not because the job requires them. The decision to discard the job description, however, has to be taken with the consent of the recruitment manager. The job of convincing the manager about how he will get a better screening profile without a description lies with the recruiter!

Develop thorough understanding

As ‘job descriptions’ go out of the window, recruiters need to understand the job in totality. Without a clear understanding of the job, recruiters will end up making inappropriate profile selection, leading to a high rejection rate. A job can be understood well by indulging in a point-by-point discussion with the recruitment manager about the pre-requisites mentioned by him. For instance, if the recruitment manager says that the candidate should have at least two years of global work experience, then it would be worthwhile to ask how global experience helps perform the job better. Thus, converting job description into performance profile will help recruiters develop a thorough understanding of the job.

Identify accomplishments

In the process of screening candidates, identifying two accomplishments- -team-based and individual-- can help recruitment managers make the interview process quick. Recruiters asking candidates to list two defining moments of their careers and communicating them to the recruitment managers can set the pace for the interview process, giving managers an insight into the real worth of the achievements.

Drop preconceived notions

Most recruiters and recruitment managers make their decisions within the first 10-15 minutes of the interview. This happens partly because they give into certain preconceived notions, and therefore, their decisions are not necessarily the best and the most prudent. Staying wary of this tendency and making a deliberate attempt to fight ‘first impressions’ is important for making logical recruiting decisions.

Invest in candidate preparation

To ensure that candidates are at ease, recruiters must prepare them by sharing information that can help them answer job and industry-related questions. Providing them with a list of probable questions will help candidates cut on their nervousness and anxiety before the interview.

Use holistic assessment Most cases of underperformance are attributed to non-technical skills. Technical competence alone will not give a complete picture. Hence, using a multi-factor assessment tool is important to ascertain candidate competence.

Recruiters who incorporate these recommendations in their recruiting plans will benefit immensely. As for recruitment managers, screening will be easier and decision-making much faster.

Ref: TheManageMentor.

Tapping Top Talent in a Downturn

Tapping Top Talent in a Downturn

HR leaders often are faced with the task of downsizing in one business unit and recruiting highly skilled professionals in another. They have to cope with an exponential increase in applicants for a much smaller number of open jobs, maintain morale in constantly shifting external and internal environments and help their organizations retain key employees. This must be done with reduced recruiting and HR staffs and slashed budgets, at a time when brand image is a critical success factor.

Today, more than ever, organizations must recruit and select the best talent where they have openings and upgrade talent in areas where it will advantage the business. Change in the business environment has happened so fast, many organizations have been slow to adjust and take action. In the current economic climate, it is necessary to take a step back and evaluate workforce plans, as well as talent acquisition processes and enabling technology and determine a strategy that works for the organization in the new recruiting reality.

A Fresh Approach

The biggest mistake an organization can make in this challenging environment is to let down markets drive its vision and shut down recruiting completely. Don't ignore reality. Take a well-planned, creative approach to workforce planning and talent acquisition.

When recruiting departments are faced with more work and fewer resources, build in efficiencies, maximize existing tools, eliminate waste from existing processes, innovate, manage vendor relationships and establish strategic partnerships.

Consider the following steps:

1. Re-evaluate recruitment marketing strategies.
Don't stop running ads and posting jobs, but do be strategic and take a planned approach. The market has shifted from a scarcity to an abundance of candidates in a very short time - adjust accordingly. Don't overspend or spend in the wrong areas. Now is a great time to be out in the market as the competition for talent is much lower. Take advantage of it.

Also, renegotiate existing vendor relationships; don't pay last year's rates this year. There will still be skill shortages and geographic recruiting gaps, so rewrite copy and spruce up the company's look. Speak in a genuine voice for the organization by working with the marketing department.

2. Leverage the hidden gold mine.
Arguably the most commonly overlooked tool in any organization is its existing database. A real gold mine of information, the resumes collected by recruiters and HR staff during the past few years should provide great leads on passive and active candidates. For instance, run a Boolean search on the company's internal ATS database.

3. Improve competitive insight.
Leverage candidate interviews to collect market data on competitors. Actively call leads and network to gain insight into their knowledge about competitors. As talent managers interview candidates from competitors, gather critical information to help position the company to win in the market.

4. Tap the current employee pool.
Take a fresh look at the existing employee pool. Which individuals shine in the downturn? Identify individuals who have been interested in gaining experience in other functional areas and who would be willing to wear two hats during difficult times.

For the right employees, the current climate might provide real opportunities to gain much needed and desired experience in another area. Strong employees will appreciate the opportunity for long-term career growth, and it will show them how much they are valued.

5. Maximize social networking in recruiting.
When used properly, social media networks are an effective tool. The time demand is surprisingly low. If an organization has limited time, choose one or two networks to try. One recommendation is LinkedIn, which is targeted to professionals and requires little maintenance.

6. Automate candidate contact, and employ well-designed self-service.
Tracking down candidates can be time-consuming and frustrating, not to mention costly. Be efficient. One of the easiest solutions is to work with a provider to automate the process. There are myriad tools and software options on the market. The most attractive are those that include auto-scheduling, online minimum qualification screening and telephony/video interviewing platforms. Talent leaders also will want to improve and perhaps automate selection tools to ensure they find those few best needles in the now huge haystack.

Many talent managers can relate to the challenge of responding to the growth in candidate calls to "check status" and a single candidate applying for multiple positions. Turn on auto e-mails. A recent Pinstripe survey showed that less than 20 percent of organizations use that functionality in their ATSs.

Books Are Fun Ltd., a Chicago-based subsidiary of Reader's Digest, and the world's leading display marketer of books and gifts, experienced the benefits of automation firsthand. To meet expansion goals and cover attrition rates, Books Are Fun recruits 250-300 independent sales representatives every year. Before automation, the company's six internal recruiters spent 70 percent of their time screening applicants.

"We knew that the most important part of the recruiting process is the late-stage conversation that we have with a candidate about the job as a lifestyle change rather than just another position," said David Hammond, vice president of sales recruitment. "We needed our internal folks to focus on these late-stage conversations. It was a waste of time for my staff to handle the screening process."

Books Are Fun outsourced the sourcing and screening process to an organization that was able to reduce costs and time to fill by streamlining candidate tracking; managing all recruitment marketing efforts including postings and active and passive candidate sourcing; and accessing additional resources, including community-based recruiting from libraries and organizations, franchise and sales-niche recruiting, various national and regional job boards and TRM contact searches.

7. Find the right candidates from the onset.
Many organizations put too many people through too far in their processes. Design talent acquisition, screening and selection processes carefully and stick with them. Screen people in - and out - early.

"In the past, Books Are Fun offered a contract to the first qualified candidate that appeared. Now we want to offer a contract to the most qualified candidates only," Hammond said. "Our new system generates enough volume of qualified candidates to provide us with real choices."

8. Review the funnel and revise processes.
An organization may have fewer openings, but now there will be more people applying, which will significantly increase the amount of time spent screening and responding to applicants. This can exhaust an HR team, particularly one that recently reduced staff, and could increase effective cost per hire.

Adopt a high-volume recruiting model to process a high volume of candidates in a time of low job requisitions. Technology enables the process in a candidate friendly way. Move online prequalifiers to the top of the funnel, and save the paid online screens and assessments for the spot where the funnel is slimmer.

Books Are Fun revised its process and brought about significant improvements, including a 45 percent decrease in costs, a decrease in time to fill from 52 to 42 days and clear recruiting metrics including weekly summaries, pipeline reports, hiring funnels and detailed process maps.

9. Protect the brand.
When an organization is one of a few that is hiring, and getting 500 resumes for every job posted, process change is necessary. Work with experts to ensure the company doesn't miss good people or alienate future prospects and customers. This is particularly important if an organization is a major consumer brand, and every applicant also is a consumer.

Be polite and respectful every time. Companies are not usually good at this, and HR will find it especially important to partner with marketing and hiring managers when everyone is being asked to do more with less.

Times are tough and the human resources function is on the frontlines of the battle. But remember, every downturn yields winners and losers. Some organizations will not merely weather this storm; they will seize the opportunity to emerge as a more efficient and successful.


[About the Author: Sue Marks is founder and CEO of Pinstripe Inc., an HR and recruitment process outsourcing firm serving large- and middle-market domestic clients, as well as the Global 5000.]

Counselling at work place- The Resonance Way

Counselling at work place- The Resonance Way

The Resonance Way
“I no longer have the enthusiasm, energy or creativity I once had towards my work", says Indu Jain, Fashion Designer at L'haut, a garment manufacturer.


Like Indu, employees who once derived pleasure from their work, have begun to lose interest, energy and talent. Though such employees turn in mediocre performance, increased competition and globalisation demand excellence and continuous improvement.

“We direct our efforts to help employees renew and revive the way they once felt about their jobs ", says Ravi Menon, HR Manager, La Femme. This helps the company retain some of their best talent for competitive advantage. These efforts make an employee feel that the company values his past contributions, and wants him to have a fulfilling and positive attitude towards work.

Talk ' Resonance'.

'Resonance' or 'flow' refers to the state of mind where an individual employee is deeply involved with a task, overcomes obstacles effortlessly and finds the experience more satisfying than the result. For example, in a game of tennis, the player is more satisfied with the techniques he used to overcome his opponent's moves rather than actually winning.

Identify and Rediscover.

HR needs to identify if employees ever experienced ' resonance' during their careers. Ask employees about their experiences at work or with any other activity. Ask open-ended questions like how an employee felt when he received the award for the ' best performer of the year.'

Identify and Recreate.

To prevent boredom and monotony at work, employees are eager to pursue hobbies and interests. At times, this can be given more priority and thus effect an individual's concentration at work.


Revisit a dream.

Dreams and personal aspirations play significantly influence an individual's performance at work. People tend to work better to fulfil personal aspirations rather than duty or obligation. However, obstacles like ill health or circumstances often prevent the realisation of a dream.

People who were successful and were excellent performers may never have had a dream to work towards. Despite success and fame, such employees never have anything more to look forward to. They do not put in the time, energy and talent that they once used to. Resonance makes them reflect on work and how they can make it more meaningful.

Reference: TheManageMentor