Category Archives: Recruitment & Selection

The four essential questions in an Interview.

Having spent at least half an hour taking your candidate through the set of specific behavioral or competency related questions and you are satisfied with the responses, you should then ask the five essential questions that will prove invaluable to any hiring manager.
Whilst these specific questions don’t focus at all on a candidate’s past behavior or personal attributes, they will tell you (very quickly) just how serious the person sitting in front of you is about their job search and ultimately about working for your organization.
1: Why are you really sitting in front of me today?
The answer to this question will reveal whether your candidate is running away from something (eg a hostile working environment, bad manager, job they have grown to dislike etc), or whether they are running toward something (eg a better job, a new career direction, or a new challenge through a more senior position etc).
2: What are you ideally looking for in your next position?
This is where you basically ask your candidate to create a wish list for their next role. Get them to talk through it right there in front of you (and remember to write it all down). Ask them to think about everything from:
– What type of manager they want to work for;
– What hours they want to work;
– Whether they want any more flexible working arrangements
– Whether they expect any particular benefits (eg car allowance, parking, mobile phone reimbursement);
or what additional training they may be expecting etc.
Once you have a full understanding of what they’re looking for, you will know whether you are able to meet their wishes.You will also be able to come back to this list at the time you make them an offer and remind them of exactly what they told you they wanted. No last minute or unexpected demands.

3: What salary are you on now?
It’s an unfortunate fact but the majority of people will typically ‘stretch the truth’ slightly in response to this particular question. Candidates will
always inflate their current salary. Fortunately there is a way to prevent this.
a way to phrase the question might be, “If I were to ask for a payslip, what salary will it indicate you are currently on?”. Whilst it might cause the candidate to become fidgety for a minute, or to break eye contact for a second, you are more likely to get a straight answer.
4: How will your manager/organization react when you resign?
Again this might seem like bit of an odd question to ask the first time you meet a candidate, but it will tell you a lot.
If your candidate tells you that the manager would completely understand and respect their decision or perhaps even that they wouldn’t be at all surprised, then you’re OK.
But if the candidate responds by saying their manager will probably offer them more money, there is only one thing for you to do. Send them back to work, suggest they call a meeting with their current employer and to actually ask for a pay rise. If the request isn’t granted, tell them to then come back to you. After all, why should you waste your time going through the entire recruitment process with a great candidate who, when they resign, is offered more money and then turns your offer down? They’ll be happy but you’ll be back to square one.

Using Employer Branding to Increase Employee Loyality

An employment brand isn’t necessarily just a marketing tool  to express your employee value proposition. You don’t have to try to create an employment brand message that speaks to four generations, but you should think about who your company is and what your company is offering as a value proposition. Creating an authentic brand and increasing employee loyalty starts by having an understanding of what your culture really is and what it is not. In a complex recruiting and retention environment, employer branding can be a very effective tool to attract and retain the right people to your company and repel the ones that just don’t “fit”.

The Five Things Job Recruiters Want From You Now

With too many people looking for too few jobs, employers are being very selective and demanding more than ever from job candidates. Marketing yourself with a résumé that simply explains the things you’ve done in previous positions is not enough. Employers want to understand your ability to add value through results and your potential contribution to the bottom line.

Candidates must provide the five following qualifications, which I’ve found essential:

  1. Expertise. In a field where many people have very similar job titles, what makes you stand out? If you have trouble defining your expertise, start by listing your responsibilities at your latest and previous positions and then prioritize them in order of their value to the business. Mark the tasks where you provided substantial results. Then you’ll see your expertise.
  2.  Success stories. Have you increased revenue or profit? Have you decreased costs or minimized risk? Tell concise success stories of how you met these goals and you’ll make yourself an exceptional candidate.
  3. Recommendations. A recommendation from a manager or colleague is far more valuable than any self-endorsement.
  4. Work samples. Examples of what you’ve done are far more effective that just talking about what you’ve done. Websites, pictures of products and actual products themselves grab an employer’s attention and generate interest.
  5. A consistent message. Your résumé, cover letter, website, LinkedIn profile and interview remarks should all promote a consistent message.

 As you conduct your job search, help yourself along by making sure you’ve covered the five points above.

Recruiting Trends: Methods for Finding the Right Talent

When it comes to finding the right talent, today’s organizations have plenty of options. With the increasing popularity of social networking, however, companies are moving away from traditional hiring processes and opting for more technologically driven methods.

Here are four of the more popular recruiting trends and some of the vendors that offer solutions, apps, or services in each of these spaces.

 

1. Social Media for Recruitment (Social Recruiting)

Because of the sheer volume of information (and traffic) on social media sites, many companies are daunted by the task of having to sift through it, and so have yet to include this platform in their hiring process.

Facebook, LinkedIn, YouTube, and Twitter are some of the main social media tools used by today’s forward-thinking organizations. They allow recruiters to target the exact skill sets required for often difficult-to-fill positions.

The amount of traffic that social media sites see is attractive to recruiters and HR executives as a pool of potential candidates—while promoting their company and leveraging relationships that may turn into placements down the road.

Social recruiting has become the primary focus of many recruiters and staffing firms because, unlike most search engines and job boards, social recruiting strategies promote transparent, two-way communication between an employer and job seeker.

Pros

  • Helps companies position their brands by targeting workers more dynamically than a job board posting allows
  • Increases candidate response rate
  • Allows companies to research on all publically posted information of potential candidates

Cons

  • If used improperly can actually tarnish a company’s reputation
  • Is only as good as the effort a company puts into it
  • May be more susceptible than traditional techniques to favoring or excluding candidates based on characteristics such as race or religion

 

2. Recruitment Process Outsourcing

Recruitment process outsourcing (RPO) entails services similar to those of VMS providers; however, RPO service providers generally handle the entire recruitment activity process (and since they manage a multitude of recruiters, their procedures are standardized). RPO services can help organizations to negotiate fees and contractual terms, determine and rate employee service providers (vendors), conduct pre-employment verifications, screen résumés, conduct interviews, and more.

Pros

  • Puts recruiting in the hands of the professionals
  • Streamlines the overall candidate hiring process
  • Benefits from the knowledge and expertise of consultants with regard to labor compliance regulations

Cons

  • Disconnects HR departments from the hiring process
  • Requires a well-defined corporate and staffing strategy to succeed
  • May cost more than an internal recruitment department

 

3. Employee Screening and Background Checks

The reference check of the past has evolved into a thorough background check on all job applicants’ criminal history and work records, including current and past employment, performance, attendance, and reasons for leaving a job.

In high-security positions or positions of trust (e.g., in schools, hospitals, airports, or government), employee screening is a must. Depending on the type of position, employee screening and background checks can also include drug or alcohol testing, fingerprint investigation, and credit score. Background checks are also used to investigate potential government employees before granting security clearance.

Pros

  • Helps identify potentially problematic candidate behaviors
  • Helps reduce employee turnover and related costs
  • Reduces costs associated with employee theft
  • Protects employers against potential discrimination lawsuits

Cons

  • May give candidates the impression that a company is overly controlling or paranoid
  • May be construed as an invasion of personal liberty
  • Can be expensive in terms of money and time
  • Must be conducted responsibly or companies risk fines for mishandling personal data

 

4. Video (and Virtual) Interviewing

Video and virtual interviewing both provide a simple and unique way for recruiters to interview candidates while helping to build the company brand and cut down on recruiting costs.

Candidates can be interviewed using video-conferencing (similar to Skype). Or recruiters can ask candidates to complete a virtual questionnaire: candidates log in to a personalized interview session online and respond over the phone to the given questions (see Figure 1), and have the opportunity to review their answers before the information is stored for the recruiter.

The video and virtual experience is not for everyone though. Some candidates may be reluctant to be part of an interview where they know they will be videotaped or recorded. And experts acknowledge that video cannot substitute for in-person interaction when it comes to reading candidates or understanding employees’ needs.

Cost of the Recruitment

The recruitment process is not cheap for the organization. The HRM Function reports the cost of the external recruitment agencies, but the real cost of the recruitment process is more significant for the organization.

The visible cost of the external recruitment is about the invoices from the recruitment agencies and external job websites, but the internal damages and costs of the vacancy can be much higher to the organization.

The organization usually decides about the acceptable cost of the vacancy and it does not have to be expressed, but it can be tolerated. Many organizations decide to pay a lower salary and they accept the cost of the vacancy and the managers have to agree with that.

The organization makes a decision about the lost additional income each vacancy could produce. This is more easy for the sales function to have a clear view about the real damage made to the sales function, for the supporting staff the calculation is much heavier as the other members of the team can produce almost the same result. The most visible damage is the error rate of the team.

The organization decides by the proper setting of the compensation policy about the potential cost of the recruitment. The organization makes a decision between the visible cost of the external recruitment and invisible costs of the vacancy in the organization.

Recruitment Marketing

 The external recruitment needs a support from the HRM Marketing and Marketing. The external recruitment is about a brand name and the visibility of the organization on the job market.

The external marketing is very sensitive to the attention raised by the HRM Marketing and the number of candidates can fluctuate highly on the basis of the recruitment campaigns and recruitment marketing.

The recruitment marketing has to be coordinated fully with the recruitment campaigns organized by the organization through the year. The recruitment marketing is usually divided into two separate layers – the first layer support the general brand name and invites all the potential candidates to send their resume; the second layer of the recruitment marketing supports the marketing of specific job positions.

The recruitment marketing has to be prepared with the help of professional advertising agency to make sure, the right target group is really aimed and the invested money are returned in the cost savings. The recruitment marketing should always cut the costs for the recruitment agencies and executive search companies.

The HRM Function has to plan the recruitment campaigns properly with the line management to ensure the maximum efficiency of the recruitment marketing. The commitment to the recruitment campaign must be very strong from both sides to ensure the successful image of the organization of the job market.

The empty recruitment marketing without a possibility to get a new employment does not work.

General Recruitment SWOT Analysis

The HRM Function has to prepare the Recruitment SWOT Analysis to know the position of the internal and external recruitment process in comparison with the competition on the job market.

The Recruitment SWOT Analysis should be prepared just by the HRM Function with the potential validation from the line management as the line management tends to over or underestimate the real position of the organization on the job market.

The areas covered in the Recruitment SWOT Analysis should cover the following areas:

  • External market position – the supply of the potential hires, universities in the area, modern industries, etc.
  • External position of the organization – the feeling of the external audience about the organization (brand name, generally known as a good employer and many other factors)
  • Agencies – the recruitment agencies operating in the area and their potential, the Recruitment SWOT Analysis should also cover the agencies cooperating with the organization
  • Employees in the HRM Function and their seniority – every important aspect for the Recruitment SWOT Analysis as the mature HR Employees can handle the recruitment process better and they can react quicker to the changed conditions
  • Processes in the recruitment and selection area
  • Budget available – money can help a lot, but the HRM Function has to make an appropriate estimate of the available budgets at the competitors as it limits the chance to bring an innovative solution
  • Creative mind – the mindset of HR employees
  • Corporate Culture – the corporate culture can support many job candidates to apply for the position with the organization as it can fit their personal preferences and needs

The list of areas for coverage in the Recruitment SWOT Analysis is not a definite one, the concrete situation in the organization can easily generate other topics, which has to be covered, the list contains just the most important ones.

The role of the Recruitment SWOT Analysis is not to confirm the position of the organization on the job market, the SWOT Analysis is a tool for finding creative answers to the issues, the recruitment process can face.

The recruitment SWOT Analysis can help the HRM Function to identify gaps and opportunities in the recruitment and staffing process to improve the process and to increase the ability of the organization to compete on the job market.

Basic External Recruitment Measures

The external recruitment is very sensitive to the changes in the environment around the organization and the HRM Function has to be able to keep in touch with the external environment and to be ready to make adjustments to the external recruitment process to make sure to stay competitive in the war for talents.

The external recruitment is a very complex process, which is very difficult to manage intuitively. The external recruitment has to be measured and the results have to be carefully monitored and analyzed by experienced and skilled HR Staff.

The external recruitment measures have to be taken consistently and for a longer period of time as the trends are more important than just one time data analysis. The HRM Function has to keep measuring consistently and fairly. The HRM Function needs to develop clear measures and the description has to be clear to show, what and how to measure and not to measure differently in each case.

What to measure in external recruitment process?

The HRM Function cannot miss the opportunity to introduce clever external recruitment measures, which will show the development in the area and will provide detailed reporting to the organization.

The measures have to be defined carefully and it should cover the following areas:

  • Positions – the main reason for the external recruitment. The HRM Function has to keep track of all open positions in the organization, the number of positions, in departments and how complex the position are as the HRM Function has to define the limits
  • Time – the external recruitment process must be cut into separate pieces to take the measures, there can’t be a discussion over them and the HRM Function has to measure all the vacancies
  • Sources – the sources of the external recruitment, including the number of candidates and the percentage of the successful candidates, it is good for measuring the real success rate of different external recruitment channel with different positions
  • Costs – each external hire has costs associated with and the HRM Function has to measure the efficiency of the whole process

The external recruitment process is not easy to measure and it takes a lot of effort to implement it correctly, but reading the trends in the recruitment, it can help the HRM Function to keep the process in the right shape.

External Recruitment Channels

The External Recruitment Channels are the channels used to communicate job vacancies to the public audience and the correct usage of the external recruitment channels brings the right candidates for the positions.

Generally, the HRM Function is responsible for monitoring the job market and react appropriately to the changes on the job market with the right mix of the channels used to bring the expected level and number of candidates at the affordable costs. The external recruitment is a very costly HR Process and it is under the pressure for the cost savings all the time.

The HR Recruiter has always to make a complex decision based on the following criteria:

  • Speed
  • Cost
  • Quality
  • Confidentiality
  • Job Position Requirements
  • Job Openings Plan and Forecast
  • Available external recruitment budget

At first, the external recruitment channels are restricted by the available funds in the allocated budget and the overall job openings plan and forecast. The HRM Function has to prepare the recruitment plan in the beginning of the year as it can allocate funds per channel. Some channels are paid on case-by-case basis, but other channels (mainly the Internet ones) can run on the flat fee basis. The HRM Function has to make the analysis of the cost per hire and to take the right decisions on the level of the whole organization.

The individual channels used by the HR Recruiter depend on the needs by the position and the requirements of the hiring manager. The HR Recruiter follows the criteria, which can disqualify the least expensive external recruitment channels in favor of more expensive ones.

The table limiting the channels follows:

Channel

Cost

Speed

Quality

Number of Candidates

Confidentiality

Requirements

Corporate Web

Low

Mid

Mid

Low

Low

Mid

Job Web Site

Low

High

Low

High

Low

Low

Recommendation

Low

Mid

Mid

Low

Low

Mid

Recruitment Agency

Mid

High

Mid

Mid

Mid

Mid

Newspapers

High

Mid

Mid

Mid

Low

Mid

Headhunting

High

Low

High

Low

High

High

The HR Recruiter has to be able to make a decision on the concrete job vacancy based on the information delivered by the hiring manager and the HR Front Office. The HR Recruiter has to be the decision maker as he or she is usually responsible for the cost and quality of the delivered candidates.

External Recruitment Success Factors

The external recruitment is the HR Process, which is not fully manageable by the HRM Function. The external recruitment involves other external parties and they have to cooperate closely to bring a common success for the organization. The external recruitment is a difficult HR Process when it has to be done properly and meeting stretching requirements and goals of the top management.

The HRM Function has to take initiatives in four important areas to make the external recruitment efficient, quick and bringing the right quality of candidates:

  • Organization Brand Name
  • Correct Positioning of Job Posting
  • Channels Used to promote the job vacancy
  • Speed of the Recruitment Process

The brand name is very important for the external recruitment. The potential job candidates will not apply for the position with the organization, which has no name. The trust of the candidates is the essential for the successful external recruitment. The only way how to hide “no name” organization is the use of the recruitment agency, which can work without announcing the name of the client.

Correct Positioning of the job vacancies is a role of the HRM Function. The HR Recruiter has to recognize the correct media and approach to the advertisement of the job vacancy. The job posting is the same as the commercial advertisement. The target group has to have a chance to be approached by the job advertisement to know about it.

The channels used to advertise the job vacancy. The common answer of the HR Recruiters is – use the Internet, you cannot lose anything. But the candidates for the position do not have to browse the Internet every day to look for the vacancies. The HR Recruiter has to know the habits and emotions of the target group to select the best channel, which mix the quality of the candidates and the price per one candidate.

The speed of the external recruitment process is crucial condition for the success. The candidates have to catch and followed very quickly not to lose them in favor of a different organization. When the candidate decides to look for a new career opportunity, then he or she expects to find a solution pretty quickly. The candidate will not wait for a long time to be invited for the job interview and then for the final decision of the organization. The HRM Function has to arrange everything before the external recruitment starts.

 

 

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