What practical things can you do to increase your recruitment success rate to over 90% when using a recruitment firm. We often call them our "9 golden rules of engagement" when discussing with clients.
What practical things can you do to increase your recruitment success rate to over 90% when using a recruitment firm. We often call them our "9 golden rules of engagement" when discussing with clients.
In the last 6 weeks we have been asked to submit 3 separate preferred recruitment supplier proposals to large organisations. If someone was to ask me what I felt were the most important components of all of our submissions, then one key part would be these GOLDEN RULES. I'm also sure that if that same "someone" was to ask the client, then they would NOT say that.
WHY IS THIS?
Well, perhaps they may come across as "thou shalt" commandments to many and many are blaze' about them, particularly when they are coming FROM a recruitment company and we may be perceived as telling our clients what to do. I also acknowledge that the corporate environment is becoming busier and busier and that most of these points are based on timing of communication, which is obviously a real challenge to all of us who have numerous meetings and interviews.
We are willing to push these strong recommendations as we firmly believe in them, and at the end of the day we want the best result for all parties. In the bigger picture of things I think we all need to check our priorities as a mis-hire or very commonly these days, no hire at all, can cause more havoc and lost opportunity than a missed meeting here and there.
Our reality appears to be that our recruitment process only ever fails when one of these rules or guidelines is broken, either by us (we'd love to be perfect but we are not) or by our client. Our experience tells us that if these rules are followed then there is a 90 % plus chance of filling the assignment with a strong candidate.
1. CONSULTANT MUST MEET ALL CLIENT STAKEHOLDERS
to understand preferences and gain buy-in (eg those that will interview the candidates)
WHY? We often pick up very detailed differences in opinion from line managers on what type of candidate backgrounds and styles are suitable which, if the interview process involves more than one decision maker can produce a filter that lets no candidates through. This does not detract in any way from the value the HR person adds to the process.
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2. CONSULTANT MUST BE ABLE TO GAIN A COMPREHENSIVE BRIEF
on the employer and the role and even have a look at the work area or plant / warehouse
WHY? When no formally approved or detailed brief is produced it is far more difficult to describe, "sell" or "paint a picture" of the opportunity to candidates. The astute candidates may even be put off because of the lack of professional and detailed approach.
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3. CONSULTANT MUST BE ABLE TO INFLUENCE THE ADVERTISING COPY
(eg include salary, location and word it in an attractive yet descriptive manner) and its placement and timing SEE OUR LAST E-BULLETIN
WHY? Advertising response is easily diluted or destroyed by poor timing, poor placement or poor wording.
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4. TIME DELAYS MUST BE MINIMISED
between the Technical Focus shortlist presentation and client interview and selection process
WHY? Good and bad candidates are normally looking at other opportunities and it is very easy to lose them to other offers if the selection process is too long and drawn out
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5. PSYCHOLOGICAL TESTING, IF USED, SHOULD BE USED AS AN ADDITIONAL TOOL
and not a gateway to employment
WHY? If testing is used as a gateway to employment then it should be conducted prior to any competency based interviews and on a larger number of applicants to ensure that personal style and fit to company culture is not compromised by "intellectuals".
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6. CLIENTS MUST BE FLEXIBLE TO SEE GOOD CANDIDATES QUICKLY without waiting for a formal shortlist
WHY? Strong candidates can still be very active and dedicated to their current employer and it is very easy to lose their interest if the selection process is too awkward or drawn out. A self selection approach to candidates is also valid to a degree if they display inflexibility or a lack of commitment/enthusiasm to the role.
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7. CONSULTANT MUST FACILITATE ALL CANDIDATE MEETINGS AND INTERVIEWS
WHY? This allows the consultant to tune into candidate motivation and head off any issues early on and also allows the consultant to keep the candidate/s informed on their progress (we have follow up systems for all this and as this is all we do we tend not to become distracted by other meetings etc)
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8. The following guidelines relating to CANDIDATE CARE must be followed:
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9. CONSULTANT MUST OPERATE WITHIN A PARTNERSHIP ARRANGEMENT where exclusive rights (at least for a few days) to candidate sourcing
WHY? This saves embarrassing overlaps with candidates (this can give them the perception that the employer is unprofessional or disorganised) and reduces wasted time and effort on behalf of the consultant.