As a manager, you are responsible for the success of your team; it takes skill and expertise to lead effectively. Recruiting the right people for the job can be an arduous task, as there are a wide range of potential hires with different backgrounds and capabilities. Recruiters, much like sales people, have to be able to “sell” you as a manager to candidates to garner interest. Here are the three hardest types of managers to recruit for.
Recruiting efficiency is all about timing and efficiency in the process. The hiring process is the first impression candidates have of your organization. The abdicating manager tends to belabor the process with overkill on those involved in the interview. They tend to defer judgement and decisions to a team of direct reports rather than leading the charge to find the next superstar.
This is frustrating for recruiters who already have it tough. Trying to “sell” a candidate to interview more than five times or with groups of people can scare away great talent. The Abdicator would simply dismiss this by saying the candidate was not the right fit if they didn’t want to go through the process. The hard truth the Abdicator needs to face is that part of leading is making decisions and owning them.
I am all for involving your team in the selection of new team members because they offer great insights. What I am against is a leader who refuses to lead. As one who wants to share the blame among the team for a bad hire, the Abdicator makes the job of any recruiter more frustrating.
Don’t be surprised if the roles for Abdicators are prioritized less than those of more decisive and involved leaders.
The fear of missing out (FOMO) can be a crippling experience, especially when it comes to hiring candidates for a job. When decision makers succumb to their FOMO, they may overlook or hastily pass over talented potential employees. With the pressure of making an informed decision within a short timeframe, hiring managers can often get tunnel vision and focus on one or two desirable applicants instead of considering all available options. This oversight denies legitimate candidates the chance to present themselves in their best light, leading to what could be a missed opportunity for both parties involved.
To avoid this mistake, employers should take the time to evaluate each applicant thoroughly and resist the temptation of succumbing to their FOMO. Another way to overcome this is to implement WIP limits (Work in Progress Limits). Once we began placing limits on the number of candidates presented using Sprint Recruiting, we saw the number of times managers froze with FOMO drastically decrease. (Read more about WIPs here)
We all know that interview processes can be grueling, but if well handled it can be a positive experience for both sides. Sadly, drilling the candidate with the hardest questions is a common strategy of some organizations which ultimately can jeopardize the whole hiring process and damage the candidate’s experience. This approach ignores any preparedness from the interviewer(s) and transfers unnecessary anxieties to the applicant, leaving them feeling discouraged and undervalued. Ultimately, taking this route sends applicants away with negative perceptions of a company.
It is better to create an environment that encourages open dialogue between candidates and employers by posing thoughtful questions that allow for two-way conversation about best fitting skills for job availability or company culture. Therefore, it is essential for any successful recruitment process that companies take into consideration creating a welcoming atmosphere.
Hiring managers play a vital role in the success of an organization by being responsible for finding and hiring great talent. The process doesn’t need to be complicated or too time-consuming – use your intuition and be decisive. Additionally, it’s important to provide candidates with a positive experience throughout the process as this will reflect well on your company. By following these simple tips, you’ll be well on your way to building a strong team that will help take your business to new heights.
and Sprint Recruiting
I joined the HR industry in 2004 after working as a sales leader in the Financial Services Industry for eight years. After spending his first couple of years in HR trying to fit in, I found my voice. Now I leverage all of the things I once hated about HR to become a consultant and invaluable partner to the businesses I support. I contribute to the HRGazzette and to DataDrivenInvestor on Medium. WARNING: my writing style is raw and in your face, not what you would expect from an HR executive.
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