- Talent recruitment is about People, all about People
- Everyone thinks they are good at hiring
- Don’t change the people. Change hiring managers.
- The Recruitment Process that works
- How to decide who to hire?
- Final tips in Recruiting
Talent recruitment is about People, all about People
Talent management used to be called Human Resources, which consider human as a resource for the business. Now we have evolve to understand that we should consider them talent as asset to the business. However, ad the end, it is all about people.
No matter how many ideas you or your business leaders have, they are just an idea if you do not have someone to execute them. It is the people that make things happen, not money, not machines, not your office building. Having the right team of people will help you plan, execute your ideas and move the organization forward.
Hiring is the most important process before anything new can start at an organization.
Everyone thinks they are good at hiring
Have you heard from anyone said that they are bad at hiring? No, almost never, especially experienced managers. Similar to 80% people in a room thinks they are smarter than half of the room, but it is not possible statistically.
In today’s job market, there is no more ‘job for life’ job anymore, people will move around for better opportunities and companies will need to hire more often to fill resource gap.
Training and development employee is less efficient too as you can never plan for employees leaving and it is happening more often now. So instead of focusing and spending time on executing business plans, companies spend more time trying to fill vacancies, training, retraining resources to fill resource gaps.
To minimize all the distractions, a company must excel in the followings.
- Hire and Recruit the right people at the right time for the right roles
- encourage an open and inclusive environment to attract great talents and keep them there
- Nurture and unlock the potential of your current talents
- Develop, and adapt most reliable and efficient recruitment policies and processes
Don’t change the people. Change hiring managers.
If you do not have the right people in place, don’t try to change the people, simple change the people. What I mean is, if the people you have in your organization is not the right talent to take your organization to the next level, find someone who can and recruit them.
Before you do anything dramatic or thinking you know what you are doing, you will need to have the right policies and process in mind. As I mentioned above, everyone thinks they can hire better than others.
Be honest and transparent, everyone’s talent is different. Some people are great to start a new venture and bring it to first sale; some people are good at bringing structure to a small organization; some are good at managing public or large enterprises.
There is no right or wrong, just a matter of right fit or not. There are methods you can use to ensure you are on the right tracks.
- Review your team’s plans, and roles to identify the weak links or any gaps that you need to fill and resolve.
- Be objective about having the right people in your organization. You will need a balanced team to cover all areas, such as someone good with the operational type of work, some with execution, some with creativities, some to lead, some to follow. You don’t want too many chefs in a kitchen too.
- Be transparent and share with your team about your intentions. You will need to fill some gaps or make changes. You do not want to infuse fear and insecurity to your teams.
The Recruitment Process that works
Effective and robust recruitment process
Recruitment processes need to be responsive and fluid in order to access talent quickly and strategically. However, it’s important to understand how long it takes and how much it costs to bring new people into the company, as well as to induct and train them. These ‘time-to-hire’ and ‘cost-per-hire’ metrics will be influenced by the type of staff, their role and the methods used to recruit them.
Define your needs
There are dimensions you can consider when you define your needs. such as the type of position you want to fill.
Types of staff
The type of staff you need will depend on the seniority of the role, the nature of the work, how long it will last and the number of working hours required. Options include:
- Permanent employees – full-time or part-time, they have an open-ended contract. You have obligations to them but they will be an investment for your business.
- Fixed-term contract employees – have a contract for a predetermined time period. Useful for specific projects. Your employer obligations last only for the duration of the contract.
- Temporary staff – your contract is typically with the agency that supplies you with staff, but you still have certain legal responsibilities towards the worker.
- Self-employed freelancers – your employer obligations with consultants and contractors are minimal, assuming that the individuals concerned are truly self-employed and not employees in disguise.
- Corporate freelancers – some people run their affairs through personal service companies. Their company then have contracts with you to provide the services of the individual.
- Zero-hours contracts – enables you to have people on call to work whenever necessary. You’re not obliged to offer work, and they’re not obliged to accept.
Now you have an idea what type of role you want to fill, you can write down all the information about the role on paper to help potential candidates to understand your needs.
Remember the purpose of writing it down is always the same: it is to help to communicate your need, and the type of role you want to fill. Your description should be clear, direct, no hidden message, and as simple as possible. I have seen 1000 words job descriptions with all the buzzwords in the industry. On the other hand, you shouldn’t have a very short description that can’t communicate the real needs. Below is a simple process you can follow to define the job.
- Create a job description that includes the job title and summarises the role and responsibilities. Include details of expectations and milestones, if possible. Also include details of the person (and role) to whom the new employee will report. Detail the working arrangements, including hours, location, salary and benefits. Once you’ve created a job description you can refer to it when writing your job advertisement or agency brief. Use it once you’ve filled the position to give your new member of staff clear objectives.
- Create a person specification that defines the skills and experience that the job will require and the type of person you are seeking (e.g. qualified, organised, numerate, analytical). Include details of the character traits you are seeking (e.g. open, outgoing, sociable, conscientious). In an increasingly competitive world, raw skills and character traits are only part of the package, so set out the kind of experience you would expect the successful candidate to have.
- Define your employer brand, i.e. the public persona of your business and how it is communicated to the marketplace. This helps to reinforce brand values. It also provides potential candidates and new recruits with a consistent and accurate perception of the company, including its culture and ethos, ahead of any contact.
- Create a job advertisement or instructions for an agency which includes details about how to apply for the role and the deadline for submitting applications. Avoid advertising during holiday periods and decide how you’ll deal with responses.
- Ask candidates to go the extra mile. In order to generate a better quality of candidate, ask them to complete a one-page account of why they want to join your company.
- Remember that you want a diverse mix of personality types from varying backgrounds with a range of complementary skills. For example, if you are seeking sales staff, you might look for a confident extrovert who is motivated by money and success. A financial or technical role might suit someone with a quieter personality who is highly organised and analytical. During the interview stage your person specification will prove useful as a checklist to ensure you get the right mix.
Reaching or finding the candidates
After you define your job that you want to fill, you can release the information and start finding your candidates. Sources for recruitment includes:
- hiring through internal contacts, recommendations from your existing team or through your network of industry contacts
- using a recruitment or headhunting agency, particularly if you don’t have the time or knowledge to recruit in-house or are seeking temporary staff
- using social media such as LinkedIn, Ecademy or Facebook to post openings, either via your own company page or profile, or through your own personal networks and groups
- advertising in local newspapers and magazines or trade press if you wish to reach a specific audience within a trade sector or locality
- searching an online database of CVs for suitable candidates
- posting your ad on a job website or freelance directory to reach a large or targeted audience who may have requested alerts when specific opportunities arise.
How to decide who to hire?
So as well as reviewing a candidate’s skills, experience and track record via their CV and references, it’s also important to consider their attitude and motivation. Once all of the boxes have been ticked, the decision to hire will probably come down to chemistry – a mixture of instinct and likeability.
Here are some suggestions to help you whittle down your shortlist:
- Use the same questions for all candidates so that you can compare answers directly. Deal with the mechanical part of the interview first – background, skills, qualifications, etc.
- Find out what makes them tick. Is it money, security, recognition, independence, responsibility, teamwork? What results have they achieved? Was it really down to them or were they part of a wider team? How have they dealt with past mistakes? Dig deep to try to get to know them as individuals.
- Try psychometric testing. Give candidates questionnaires where they select words that most or least describe them. The results can define their personality type and provide a deeper assessment that interview questions may not provide.
- Involve existing staff in the decision-making process. Use a panel of people who will be working alongside this person and then listen to their views.
- Use instinct to decide if you can work with the candidate, as well as evaluating the skills and experience discovered at the interview stage.
Final tips in Recruiting
- Remember that your people are your business’s most important asset.
- Recruiting and training talent is a costly and time-consuming exercise, so plan it carefully to get it right first time.
- Regularly review your team to identify any weaknesses or skills gaps – the right team will help you drive growth and reduce owner dependency.
- Create and maintain a culture of diversity in your business – a mix of people and skills.
- Maintain flexibility by using a mixture of permanent, part-time, freelance and outsourced resources.
- Always prepare a clear job description and person specification before recruiting.
- Use every recruitment source available to you – friends, contacts, referrals, advertising, job sites, social media and recruitment agencies.
- If you use recruitment agencies or headhunters, select them carefully and understand their terms.
- Develop robust interview techniques and involve your existing staff in the decision-making process.
- Don’t skimp on induction – make your recruits feel secure and happy from the moment they arrive.