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Recruitment. The dis-engaged recruitment team and process

Recruitment. The dis-engaged recruitment team and process

Hiring managers that use recruitment agencies to get positions filled, this is for you.  There is often a certain feeling of frustration when you don’t get vacancies filled as quickly as you would like.

In this post, I wanted to share some candid feedback with you, to share some thoughts around why this happens.

Having a long tenure in this sector has given me many insights into the best ways to fill roles. It has also shone a light on those recruitment efforts that don’t always succeed.

So, without further ado, let’s dive in…..

So who is doing who a favour? Who is in the “Driving Seat”.

The employer, that an agency can find their next star employee?

Or

The Recruiter, for being allowed to make a fee?

The power struggle between both parties can lead to a fragmented and disjointed recruiting process; leaving employers thinking that agencies are full of hot air when jobs don’t get filled instantly.

There are often extremely different viewpoints on who needs to work harder in the “Employer / Recruiter” relationship.

The employer believes that recruiters who are potentially earning a £5k fee, should serve a candidate up on a plate in rapid time because, “all we do is stick an ad on the Web”.

Employers think agencies offer poor value because we charge too much money and if we don’t forward 5 local candidates with the skills on the Job Description within a week, ready to be interviewed, they think you’re full of BS! 

From the Recruiters Perspective

From a Recruiters viewpoint, it makes our job extremely challenging.

1.      The employer doesn’t respond on CVs.

2.      Takes too long, a CV of a good engineer needs to be turned around within 3 days

3.      Offer a long-winded interview process. Asking for technical tests before they have even chatted to the candidate.

4.      The employer is working with 5 other agents, giving the recruiter a 1/5 of a chance of making a fee.

It goes without saying that when you look at things from the recruiters perspective Vs. that of the hiring manager, there is often a disconnect about who needs to work harder.

Quite often, within the industry at software houses, I see:

1.      Disengaged Managers

A dis-engaged manager can really make things much harder, and this leads to a prolonged recruitment process that doesn’t always yield positive results as quickly as it could.

These people are great managers, but they are NOT great at recruiting. Surely hiring people is one of the most important things a manager needs to do.

When a hiring manager is using multiple agencies to fill a role, and in some cases, I have known this to be upwards of ten agencies, they often do not have the time to provide feedback on the CVs they are receiving. I understand the pressures of time but also see the value in providing a little feedback at the start in order to quickly confirm what they want.  

It also can lead to a poor candidate journey; they have no idea why or what can be done going forward to stand a better chance of success.

A job description can only offer limited insight into what it is a hiring manager wants.

2.      Focus on filtering out

Managers use skills and compensation to filter candidates out, rather than on performance potential.  When the focus is only on skills, and not reflective of what an individual can bring to a company, it limits hiring potential. It could often result in key candidates that offer substantial experience and value being turned down for posts they might be more than adequately suited for.

3.      Lack of Corporate Promotion

Finding high-quality people for technical roles is much easier when there is a promise of career development. Selling the benefits of a candidate working for you and being part of your company is something that is so often overlooked in the hiring process. Jobs are not being sold as opportunities.

The best candidates, whether employed or not, always consider the long-term career opportunity.

It is so disappointing to hear about a one-sided, almost dull interview process that did nothing to inspire the candidate or make them feel compelled at the opportunity in front of them.

There is almost a level of complacency, in that all interviewed candidates should automatically want to work for their business, without putting any groundwork in whatsoever.

Therefore, candidates get grilled on a codebase for 2 hours at interview, and walk home not really knowing what they will be doing in the first 3 months of the job.

What Can Be Done?

Recognise that recruiting an elite member of the team takes a team effort. Partnering with a recruitment team, whether that be an HR resources person or an external agency.

The “sweet spot” is going to be a hiring manager who is in tune with the recruitment team. A fully committed management team that believes hiring great people is how you build great companies – closing on a career opportunity, not simply just on salary alone. If the salary offered which represents a decent increase is still an obstacle to closing a deal then the job has probably NOT been sold sufficiently well.

A good candidate is not going to be interested in a job where everything they do is the same as they do presently. Unless you are planning on paying them a ton of money for the honour.

If there is not new stuff to learn, then why would they move jobs? If they are not going to develop, advance, or be exposed to new learning opportunities; why are they going to leave a secure job just to do the same thing?

Taking the time to understand the candidate’s needs, can more than offset the need for a huge salary hike.

Overvaluing skills needed from the start.

In all jobs, people are not up to speed until 6 months … maybe a 1 year depending on the complexity of technology. From here they are most effective.

So what if they don’t all the skills needed on Day1.

Give the engineer the right environment to be enthusiastic and learn, and they will work it out!

Simply reading a CV and applying bias that is based on emotions, personal intuition, educational background, or other superficial reasons is not going to provide you with the best candidates. In doing this, great candidates will slip through the net.

I believe that performance potential should take precedence over skills and salary – do you agree?

Look for drive, ambition, judgement, attitude, positivity, work ethic, initiative and a passion in what they do. None of these can be easily found on a boring CV.

If a candidate looks half decent then have a telephone chat with them to explore more, what have you got to lose?

The Perfect Hiring Scenario

Recruiting people is the most important thing a hiring manager needs to do. I see this information sharing process and being totally open to speaking with prospects on an exploratory basis a great series of steps that can help you convert your vacancies quicker.

Get high-quality, motivated candidates through to interview stage who really feel enthused about working for you.

Hiring the best people for your business in 2019 means you need:

·        The best advertising – it needs to inspire, including the job outline!

·        The best hiring managers – who can sell the opportunity!

·        The best network – Giving you maximum reach!

·        The best recruitment team – Matching the best candidates with your vacancies!

·        Social proof that you are an employer of choice – reputation is everything! 

Coming back to one of the earlier points, there is no-one, in particular, is in the “Driving Seat”. It’s a partnership. It’s many moving parts coming together.

A candidates CV with 3 years Python, doesn’t guarantee success for a recruiting a Python Developer.

BUT it does guarantee you won’t see any a full spectrum of good people who “can” do the job.

Do you have any thoughts on this? Make a comment below or feel free to get in touch with me directly!

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