- Posted by Gavin Pommernelle
- On February 26, 2013
Whether you are a job seeker, hiring manager or business leader, there is one common objective – to be or to have the right person, in the right role, at the right time.
Why is it then that hiring is the weakest, most frustrating aspect of talent management for so many?
Job seekers find it difficult to connect with a real person at hiring companies and feel that HR departments are an obstacle. According to CareerBuilder, 75% of applicants in the last year never heard back about their application. “… candidates who have had a bad experience when applying for a position are (then) less likely to seek employment at that company again” and will “discourage friends and family from applying or purchasing products from that company.” (Talentmgt.com)
Hiring managers are frustrated at how long it takes to fill vacant roles. This puts more pressure on them, their team members and their overall performance. It not only impacts their unit’s performance, this is often the cause of good performers leaving. It also adds greater volume and pressure to recruiting teams.
Business leaders are clear that unfilled vacancies have a direct impact on their ability to achieve their business’s strategic objectives (Talent Driven Value ongoing survey). This has an impact on the financial results of the business.
A lot can be done to address this. While many businesses are managing talent extremely well most can improve in some way. There are four key elements that will drive the right decisions to make hiring a competitive advantage rather than a frustrating and negative experience it currently is.
1. How success is measured
What are your hiring metrics? Speed of hire, cost per hire, hires per recruiter, 12-month churn rate? These are simply measuring process efficiency, important but not the main goal.
What really matters is the impact that the hire has on the business’s performance. What are they delivering, what are they enabling others to deliver and how is this advancing the business’s goals?
This indicates that it is not just a quality of hire measure but also a measure of the ability and environment to do the job required. It goes beyond the individual to their line manager and all the way to the business leadership.
2. Relevant processes
This brings us to two key kinds of processes. Firstly we have the obvious recruitment process. This is not simply about the approval to hire but how the clarity of the need is defined, who is involved, how they are involved, how decisions are made and with what data decisions are made.
Secondly are all the other processes that continually develop talent within the business and allow for an internal pool of experienced people who know the company and it’s culture and where needs can be met in a very short term.
3. The right attitude
It seems that everyone is so busy with their jobs, finding candidates or applying to multiple opportunities that no one steps back and properly considers their attitude and role in the process.
Hiring managers delegate hiring to the HR team and expect the perfect person to fill the seat overnight and with very limited contribution from them. Recruiting teams are simply trying to get through as many candidates as possible and to give the hiring manager the best of what they have rather than the best needed for the role.
Job seekers are so jaded that they believe it is simply a matter of number of applications rather than quality of application that will get them a job.
Each group as a much more specific set of responsibilities to achieve the right outcome. These responsibilities should be seen as a part of their jobs and not something distracting them.
4. Reduce the need to hire
The most impactful and simplest focus area that of reducing the need to hire. I am not talking about avoiding hiring when needed but to address the aspects of managing people and a business that lead to remedial hiring rather than growth hiring.
These include reducing new employee churn, raising engagement levels, greater focus on internal talent development and demonstrating effective leadership across the business.
By doing this, your business will not only perform much more successfully but when you do need to hire, you will be bale to focus on quality much more than speed.
Measure the right elements of business success; build processes and capabilities to drive these elements; demonstrate a passionate, personal attitude to engaging existing and finding new talent. By doing this you will not only make the hiring process less frustrating but it will be a strategic competitive advantage for your business.
I work worldwide with leaders and leadership teams in businesses experiencing changes in management, business direction or complexity. The way they lead their people is a critical and significant value creator and sustainable driver of their success.
Guiding leaders and teams using executive coaching, talent assessment and practical talent management tools brings real results.