Internal recruiters – A short but hopefully sweet note on how to build trust with your internal customers and the hiring managers within your organisation.
Learning the recruitment craft from agency ensures that your recruitment and talent acquisition expertise has a pretty healthy dose of salesmanship to it. It can then become an issue learning when to cut the sales patter and quite simply deliver. Internal customers do not want to be sold to. They want to know that you are on the same team, looking to achieve the same goal and that you want to work together to get there.
So in simple terms, how do you build that trust? CUT. THE. SALESY. BULLSHIT.
Not saying don’t sell as you will always have to sell e.g. why you believe someone is the right fit for the position, or why they should choose another angles in a particular talent acquisition campaign etc. – All I’m suggesting is to just cut the fake door-to-door salesman act and back the quality of what you do and how you do it.
As recruiters, our edge will come from being able to use whatever means necessary to fill open positions with the best candidates that no one else can find, or building such a level of trust with the best candidates that everyone can find, that when you approach them with an opportunity, they are always prepared to listen. Be the person who knows your market. Build the levels of respect and trust within your sector or industry that if you decide to approach someone, they know they are not simply one of 100 people that you have flicked an automated note to, and that instead they should take the time to listen.
Make this your brand in the market and the rest becomes a walk in the park! Build the trust and respect via letting your actions speak for themselves and don’t let the fluff get in the way. Deliver on your word and choose your word carefully.
Anyone who has spent a reasonable amount of time in the HR/recruiting industry invariably will have been on the wrong end of candidate opting out of an application process. There are of course a multitude of reasons why this might happen, a lot of which are outside of our control, but sadly in a large amount of cases, accountability rests on the shoulders of the agent/HR pro and in a lot of cases this can have significant ramifications. For example, in agency-land the client can quickly lose faith in an agent’s ability to close the recruitment loop. In internal talent acquisition you will be held accountable for the cost associated with the time spent resulting in a no-hire etc. Not to mention the pounding your reputation could take from the candidate or client perspective if it a regular occurrence. Sadly in HR and recruitment the candidate opt-out is an evil that will always play a part in our role but if we ensure adequate focus on the quality of our communication and efficiency of our processes, the risk will be largely minimized. It’s not rocket science by any means, but it’s good to not lose sight of the basics as our experience grows.
Clarity is King: Grey areas are the mortal enemy of any recruiter. When talking to a candidate, the more details that go undiscussed or the more inaccurate the information you give the applicant, the higher the no-hire’o’meter will rise. When talking to a candidate, if you get the impression that any details you’ve divulged about the remit, remuneration package, location or pertinent skills managed to raise the candidate’s eyebrows and perhaps caused un-easiness, DRILL DOWN!. Don’t be happy with getting a half-hearted approval to flick a CV to a client/hiring manager. Ultimately all you will be doing is facilitating the beginning of a fact finding mission for the candidate (which they will opt out of as soon as any facts they don’t like arise) as opposed to offering up all the facts and ascertaining that they are your/clients next superstar. Yes, your CV submittal rate will be higher but your conversion rate will stink.
Recruit in a timely manner, without lacking substance. Anyone who has read my previous blog post (Why the long……process) will know my thoughts on drawn out, lengthy recruitment processes. IMO, if a recruiter or HR pro must ask a candidate to go through a 6 stage process in order for them to ascertain suitability, or if they lack the ability to consult properly with their clients/hiring managers around why this is not needed, then there is some serious training required. Personally, I’m a fan of a robust phone screening process followed by a panel interview or a well put together 2 stage interview process. Keeping in mind the candidate experience, neither option would be arduous but will give more than adequate time to ensure a full screening process.
As I said, by no means rocket science but I’d suggest just keeping these two things in mind will largely contribute to overall recruitment success rate and conversion ratios.
When hiring a new staff member, what are the key criteria you look for outside of the competence or experience in fulfilling the job description?
We live in an age of collaboration and knowledge sharing and so the ability to positively influence situations and navigate your way around day to day scenarios with tact and diplomacy are fundamental to success. Intelligence, experience and skill are essential for success but we must stop thinking of intelligence as knowledge gained in academia. It is now widely accepted that the most successful among us have a blend of IQ and EQ, the proportions of which are widely disputed. We define and measure EQ in 5 areas. They are Self-awareness/self-control, Empathy, Social skills, Personal Influence & Motivation. So how do you screen for EQ? Here are a few questions that may help:
- Tell me about a time when your actions positively impacted someone else?
- Have you ever been in a situation where you realised that you have had to change or modify your behaviour? How did you notice this?
- Tell me about a time you have had to prepare yourself for a situation you knew would be negative. What did you do? How did it work out?
- Have you ever received criticism? What was it? Were you surprised?
- Tell me about a time that you were angry with someone at work. What did you do?
Situational questioning will require you to observe not just the answer but how the interviewee is answering and how comfortable they are with the questions, but you will be ensuring best possible chance of securing a well-rounded professional who will flourish and succeed in a broader range of environments and circumstances.
Are the multi-skilled, or the specialists among us, more future-proof & better equipped for organisational evolution?
I believe there are two trains of thought on this. These days with organisations advocating agile or iterative processes, we have witnessed a shift in not just how we meet deadlines and time restraints but in our professional mentalities. Everything is quicker, processes more streamlined and we are always looking for ways to create new efficiencies as we all deal with ever changing goalposts on a day to day basis. With this we of course become more than just what our defined position descriptions would have meant 5 to 10 years ago and instead we must be broader skilled, dynamic, out-of-the-box problem solvers who have to turn our hands daily to tasks which historically wouldn’t have been ours.
On the other hand, we have a growing trend of positions being broken up into several roles where in the past they may all have been taken care of by one position. An example of this could be the role of an internal recruiter. In years gone by, a recruiter would be responsible for the end to end process of finding candidates for any given role – engaging them, appropriately screening them, interviewing them, coordinating interviews with relevant hiring managers – and thereafter would also be responsible for “closing” or hiring. However these days, a large number of recruitment roles are broken up more distinctly into sourcing, recruiting and account managing.
There is merit in both methods but I will be interested to see moving forward whether it is the specialist or the broader-skilled that demonstrates more staying power.
Has “normal business hours” become a thing of the past? These days, I rarely meet anyone who almost immediately following waking up in the morning, wont grab their phone from the bedside to check their email, or who considers their nights to be personal or family time, which not so long ago seemed the norm. What is it about modern day issues and work problems that are more important than those that we were facing years ago that can’t wait until the next day? Or is it a simple case that our ability to prioritize is being depleted due to such ease of systems access which allows many organisations’ staff to turn any computer, laptop, tablet or mobile device into a make-shift work station?
I’m as guilty as the next person of the late night emails and struggling to switch off but I’m one of the lucky ones who enjoys what I do enough that it doesn’t feel like a chore. What about those who aren’t as lucky and feel like they don’t have the pressure release of being able to go home and un-wind?
Human nature dictates that if we get too used to something, it becomes habitual and we begin to expect it. This being the case, if this isn’t carefully managed, how long will it be before being “switched on” at all times is an expected part of a job as opposed to it being a sign of an engaged and happy employee who will strive to go above and beyond any contractual obligations? Don’t get me wrong, the huge emphasis which these days is placed on interoperability and mobility of internal systems of course is a great thing and phenomenal feat in technology advancement but with it comes the potential for more risk, more pressure and more un-happy staff if it is not managed well.
What’s with the long, arduous multi-stage recruitment processes that seem to be increasingly common place these days? When chatting to job seekers I find that a 6 stage (or more) recruitment process that may incorporate psychometric testing, multiple technical tests, cultural evaluations, competency based screening (to name a few), is nothing out of the ordinary and I can’t help but wonder if it’s necessary?
Has the length, rigorousness or even quirkiness of a company’s recruitment process become a marketing tool to tell the world that what lies beyond this extensive screening must be worth all the work and effort put in?
I believe that in this day and age we should be striving to create efficiencies, thus not being on-board with what seems to me to be an in-efficient waste of time. The only thing I believe you can be certain of after a 6-8 stage process is just how keen the candidate is on the position/company given the willingness to stick around for that long. I don’t believe that you will gain any more of an in-sight into their suitability to the position, over a well put together 2 stage interview process where the questioning is intelligent, relevant to the role and type of person you are looking to hire, which may or may not include a specific skills based test. Specific preparation is key!
We recruiters and HR professionals are lucky enough to be able to interview and interact with all levels of professional, which I believe to be one of the most alluring and enjoyable parts of what we do. This also means that depending on your interview questioning, we are made privy almost on a daily basis to information pertaining to the hiring and firing habits of other organisations that many professionals have interviewed at or have been employed by before.
A few days ago I met with a candidate for a position we were looking to fill. We discussed his background, what got him into IT, a little about the role we were looking to fill and then we went on to discuss an experience he had during a recruitment process that resonated with me. I thought I’d share it as I’m curious to know how common it is. He described a scenario where he knew 100% that he was capable of doing everything required in a position he applied for. He ensured he knew as much as possible about the remit of the future successful candidate so as to be sure that he was prepared for the interview. He was so sure of this role being the position he wanted in order to take his career on is ideal career path and was even more convinced that he was more than capable of doing it, even if it was a step up. More-over, when he described the role to me and we discussed his skills, approach, style of working, style of management and stakeholder management ability, I was completely convinced too of his ability to bring great value to the position. He went to the interview, he had a well-structured and strong answer for each of the questions asked and realised that even after a discussion with the team from the prospective employer, he had exactly the right idea of what would have been expected of him. He didn’t get the job. The reason he was given is that he hadn’t been in a role at the same level in the past and therefore it was deemed that he was not the “right fit”.
Frankly, I find it quite worrying when thinking back over discussions with many people over the years, the amount of interviewers/organisations that are scared to make a hire based on the candidate not having had exact experience in a position, instead of going down a line of screening deep enough to find out if someone has all the necessary skills to do it. We work in an age where every organisation wants to use buzzwords of being “evolutionary”, “agile” and “dynamic” to describe themselves but when it comes to their recruitment practises, it seems many are still archaic and not willing to go the extra mile to dig deep and find the true gems of talent that cannot be found by reading interview questions off of a script. The professionals that are going to shape our tomorrow are the professionals that don’t think like the masses of today. How far you are from the outcomes that you are working towards or the goals you are looking to achieve will not change by looking back to the way things have been done before. To quote Einstein: “The definition of insanity is doing the same thing over and over again and expecting a different outcome”.