Building Trust

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.

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Building Trust

HR: Why The IQ/EQ balance is important

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:

  1. Tell me about a time when your actions positively impacted someone else?
  2. 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?
  3. 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?
  4. Have you ever received criticism? What was it? Were you surprised?
  5. 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.

HR: Why The IQ/EQ balance is important

LinkedIn policy changes – Good, Bad or Ugly?

So as most already know, this year Linkedin changed their InMail policy. Instead of getting back all the InMails that didn’t get a response, Linkedin now only credit back InMails that are replied to. They also implemented their new policy around a commercial search limit in which in any given month you can only run a limited amount of searches as beyond a certain number they deem that it is being used for commercial purposes. I’ve seen a number of posts for and against the changes and for what it’s worth, I say bring it on!

Here’s why…

Sometimes, just sometimes, I shudder when I see some of the activities that are being passed off as “recruiting”. In the last month I have received a number of batch messages that not only are not personalised to me, but have zero relevance to me at all. E.g. I’m an IT/software development sourcing specialist/recruiter and therefore, I have a few technologies listed on my profile. In the greater context of my profile, this is clearly in reference to positions I regularly find myself recruiting and not related to my personal IT experience, YET – I still get messages asking about my interest levels in an exciting and fantabulous open position as a Developer. I’m all for looking at ways to find efficiencies but sending a batch message to anyone with a specific technology(ies) listed on their profile (due to a standard keyword search) is just plain lazy and is certainly not what the vast majority of the recruitment world would identify as effective, solid recruitment/sourcing practice. To date, given the limited InMails available per month on different subscriptions, recruiters were almost incentivised to not be engaging in their InMails and just throw buzzwords in the hope of either a) Quickly engaging a professional who might be actively on the market; or b) being completely ignored, as opposed to opening up conversations with candidates who are not “active” but may be open to discussing other opportunities. If by LinkedIn changing its policies it encourages the careful  and more considered use of InMails as a tool of value and as the medium that could be used to open doors to new networks/candidates/business partners/leads, then I’m all for it and can only see it having a positive effect on the industry.

Link to info on new InMail policy: http://sales.linkedin.com/blog/linkedin-changes-inmail-policy-to-improve-quality-of-messages-and-response-rates/

On commercial search limits. I believe that the impact on this will be minimal to any recruiter who considers themselves to be somewhat social media savvy as most will be well versed in other online sourcing techniques and know e.g. know how to run x-ray searches via search engines, should they reach their search threshold. The knock-on effect of this is that recruiter who is perhaps not quite as used to other online search methods will have to begin to increase their knowledge of online sourcing methods which surely can only positively affect the recruitment industry?.

Link to info on new “commercial use limit”: https://help.linkedin.com/app/answers/detail/a_id/52950/~/commercial-use-limit-on-search

LinkedIn policy changes – Good, Bad or Ugly?

Position Descriptions of Christmas Past

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.

Position Descriptions of Christmas Past

Recruitment: Why the long……….process?

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!

Recruitment: Why the long……….process?

Competency or Experience?

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”.

Competency or Experience?