In our last blog, we asked: ‘How do you know your recruiting is failing?‘ In that post, we provided six metrics for a CEO to test whether their recruiting process was performing adequately.
Recruitment is hard and it’s only going to get harder. Albert Einstein said the definition of insanity is doing the same thing over and over again and expecting different results. If what you have been doing isn’t working, what should you do differently?
Let’s revisit our six metrics:
If it is taking longer than 52 days to source and hire the right people, then there’s a good chance there’s a gap in your process. While sourcing and screening inefficiencies can cause a long time-to-hire, we also see challenges from other problem areas, most notably wait time. Time kills candidates. Long waits between steps in the recruitment process dilute candidate enthusiasm and lose you great candidates.
We recommend conducting an audit on your process to identify areas where you can drive efficiencies. Usual problem areas include the headcount approval process, offer letter generation, interview scheduling and changes in job specifications or hiring priorities. As well, nothing will kill a good candidate’s desire to work for you than a lousy recruiting experience caused by unprepared hiring managers, delays in the process, lack of communication, feedback and nurturing and generally being treated as a commodity
If you receive hundreds of applications and spend hours upon hours screening just to get to a handful of applicants that you are willing to engage in a screening interview, something in your process is failing. Many companies think that’s just the way it is. We say different. Generic job descriptions don’t tell candidates what they truly need or want to know about the role, environment, and company. They also generate unnecessary volumes of applications putting the onus on the company to do all the work. This makes no sense! Creative and compelling job ads increase candidate quality by better illustrating the role and allowing the individual to self-qualify in or out of the process. The best prospects are looking not just what skills they need to be considered a qualified contender, but “why should I?” Stop thinking of you job posting as a qualifications list and start thinking of it as a piece of marketing collateral that sells the candidate on your company.
Have you asked your employees to encourage their friends and former work colleagues to apply? Your employees should be your biggest and most enthusiastic fans. Better yet, provide incentives to turn your employees into an extension of your recruiting team. Incentives aren’t just cash rewards for a successful recruit. They also encompass elements that make it easy for employees to see open positions and know what type of candidates you are looking for, as well as a streamlined VIP process that prioritizes referrals. The last thing you want is for an employee to be embarrassed by the experience their friend or former colleague has in your recruiting process. Recruitment tools such as Jobvite make it easy to communicate job openings through employees’ social networks at a click of a button.
This is a downstream problem in the process that starts at the front end. Have you defined the correct job, with a realistic set of expectations compared to what is available in the market and at the correct compensation? The higher the bar for qualifications, the more likely the successful candidate will come from the ranks of passive candidates that you need to go out and find. Is your job ad compelling? Have you communicated why a unique candidate would want to disrupt their life and invest time in even talking to your recruiting team? Everything needs to be aligned in your recruiting efforts: expectations; messaging; process; communications between recruiters, hiring managers and candidates; the compensation and benefits being offered; and the technology used in your recruiting process. These are all points of failure, and we recommend taking time upfront to plan properly to avoid waste down the line. “Hurry up and post the job” is not a strategy.
Do you measure which of your hiring managers are most successful? If so, why are some more successful than others? We see big differences in success rates between hiring managers. Some just aren’t engaged and hiring is their last priority, regardless of what they say. Others just can’t inspire people to join. There are always superstars (especially at the executive level) that tell such a compelling story about your company that candidates are excited to accept a job offer. Identify these people and use them as your closers, just like you use your best sales folks to close big deals.
Bad reviews about your company culture, or no reviews at all, can turn off candidates right out of the gate. But even if all of your reviews aren’t glowing, there are lots of ways to leverage the good, the bad and the ugly on Glassdoor. Good places to start include responding to bad reviews to show that you’re listening, asking new employees to write reviews as part of their onboarding process, and sharing fun photos from your holiday party and other employee events that show insights into how you celebrate being your accomplishments.
Pictures like this say something about your company culture.
(Calisi’s first day of work at Seradex)
Also, don’t forget about LinkedIn. Check the analytics on your company page. Posting jobs and employee events on your company feed should result in greater engagement and click-throughs than most of your marketing content. If your own employees aren’t liking and sharing insights into your company culture, including job postings, then why should anyone else care?
If you aren’t meeting your hiring targets or attracting the right candidates, these are fixable problems. But, like anything else, change in recruitment takes focus, time, research, and ownership of the problem. Start with an audit of your current processes against target metrics. Follow-through with an analysis of where your process is breaking. Commit resources, identify owners, and assign responsibility to fix the breaks and fill the gaps. Finally, bake your metrics into your business just like you manage any other process.
These actions will help get you one step closer to winning the talent war.