What is the definition
of success in recruitment?
Hiring the right
candidate. That is a non-starter. But the question is how do you
measure success in each step of your recruitment process that will produce that
right candidate?
Before diving into the
process metrics, I want to, again, reiterate a strongly held view: that
candidates be provided a position description or position prospectus with
sufficient detail for them to understand the job, the criteria, experience
requirements, performance deliverables and the salary range. Given that the recruitment process has been described
as the equivalent of getting married after four or five dates, I firmly believe
that the best way to mitigate the risks that are inherent in this time sensitive
process is to provide more, not less, information. Weaker candidates
tend to “de-select” if they know the position is above their pay grade –
their experience and current skills. Moreover, a great deal of time is
wasted in the search process, by both internal and external recruiters, because
the process is advanced with candidates who frequently are not aware of the
salary range.
Virtually every executive or management recruitment process is comprised of two or more interviews. At JohnGSelf Associates, here is how we define success in each phase.
1. Resume Review -- You finish the round with a panel of candidates with the credentials, skills, and relevant experience who have submitted their resumes and reviewed a position description or a position description outlining the key elements of the opportunity. Hopefully the resumes will be of sufficient quality that the researcher or recruiter can easily track past accomplishments. Each resume should be graded and only the top candidates should advance to the next round. The researcher or recruiter who evaluates the resumes should complete a brief written analysis, preferably online as part of an integrated recruiting information system, highlighting areas of concern or those that will need clarification if the candidate advances.
2. Telephone Interview – When you have completed the telephone interview round of the search, you should have a group of candidates, any of whom you could invite for a face-to-face interview. They know the salary range; they understand the scope of responsibility and the performance expectations. Most importantly, they have been told about the culture of the organization, how decisions are made, and what challenges they must overcome in order to achieve success. You will know that these candidates have the relevant experience and a record of success in a similar situation. From this group, subject to background checks, you will select the highest rated candidates for site interviews. Some organizations will check three or four references prior to the face-to-face interview, but in a “high volume” internal recruiting environment, this may not be practical. If you use a behavior and values tool like DiSC© we recommend that you have the candidates who will be invited for site interviews to complete this so that it can be available for that phase. Recruiters who lack the experience in using one of these tools should seek counsel from someone who understands the tool to ensure that it is used appropriately in framing questions to be asked during the site interview. Success at this stage is having seven to 10 candidates from which you can select three or four for a site interview. Time is now of the essence. The best candidates are in demand. You do not want to have a search in which you have only one remaining candidate because the other candidates have withdrawn for whatever reason. Competition among the candidates is important.
3. Face-to-Face/Site Interview – This interview should explore, clarify and confirm key elements of the candidates prior accomplishments, their style and how their “presence/chemistry will fit with the organization’s existing culture. Measuring a candidate’s commitment and passion for success is a very important component of this interview. The interviewer(s) must fully engage in what is known as “active listening” – suspending other tasks, focusing on the candidate, listening not merely to the words, but the feeling content, and asking for clarification of candidate comments.
At this stage, success
is defined as having two or three candidates, any of whom could successfully do
the job and deliver long-term value for the organization.
© 2010 John Gregory Self
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