By Fred Pamenter
Part 1 of a 4 Part Series
When does the recruiting process start?
If one were to ask a group of recruiters what are the first steps in an effective recruiting program, there undoubtedly would be a wide variety of responses. Unfortunately many practitioners do not go back far enough in the process to optimize the opportunity a vacancy presents.
Reviewing the Past
Except in cases of death or retirement, the creation of a vacancy represents the breakdown of an employment relationship. If the underlying causes of the breakdown are not explored, there is every possibility that the same situation will repeat itself over and over again with new hires.
There are a number of conditions that can contribute to a failed relationship?
1. The job content was not what was described to the candidate when they were being recruited.
2. The need for the position never existed. The vacancy was a manager’s effort to keep his empire intact.
3. The business has changed due to industry, technology or market conditions.
4. The candidate did not fit with the organization’s culture or values.
5. Management was not prepared to manage the individual’s needs.
6. Personality clashes.
7. Rewards, monetary and beyond.
If successful hires are an objective then, the recruiter needs to do some homework before starting the hiring process.
One of the steps to take is to review the exit interview documentation. Identify what are the real reasons for an employee’s departure and what are the given reasons. Validate the reasons given to determine the other side to the story.
When one determines why a relationship went sour, an effort should be made to ascertain if the damaging conditions still exist. If there is not going to be a change, then it is necessary to factor this into determining what traits or competencies candidates will need if they are going to be successful.
Where did the process fail?
It is important to distinguish where the process failed. Was it because the candidate selection was faulty? Was there a lack of reliable information provided to the recruiter? Did the hiring manager really understand what characteristics a candidate required in order that the manager’s needs were met?
When recruiting, operating managers often focus on the “core competencies” such as experience, education and industry knowledge. They fail to give equal attention to the soft competencies or behavioural characteristics that, if present, will lead to success.
Another cause for failure is that the position content is not what is described in the job description or job write-up. Progressive organizations are living, growing, and changing entities. Unless there is a continual updating of job descriptions and review of job content, there is a drift in the scope of the job. The drift tends to be greatest in those positions that have been occupied by the same person for a considerable period of time or in positions that have experienced a breakdown in the employment relationship. If change in content is not recognized or identified prior to filling a position, then successful recruiting is put at risk.
Consideration needs to be given to the environment in which the successful candidate will be placed. The candidate’s management style needs to fit with the style that the department has been accustomed to, unless the organization is looking to disrupt the status quo. At times, a department, division or company needs such a disruption. However, everyone must recognize that to make such a change brings a high risk.
Attention needs to be paid not only to a management style but a person’s subordinate style. Some people have an excellent management style but possess a challenging subordinate style. Often times these persons are highly intelligent and very competent but if they are placed in an environment that is contrary to their subordinate style, they can be disruptive and dysfunctional with the result being an early breakdown in the employment relationship
Many organizations pride themselves on their mission statement and the promotion of their values. Some people join companies because they are captivated by the stated values that they have heard an organization espouse either through speeches by its leadership or in articles written about it. Unfortunately all areas of a company do not necessarily practice the stated corporate values, or in some cases the values are only public relations gimmicks with little substance. When an employee discovers early in their tenure with an organization, that its values are not what were advertised and as a consequence are in conflict with his/her own, the employment relationship quickly becomes at risk.
To conduct a successful recruiting campaign it is necessary to identify the conditions that are in place and develop tactics and strategies to deal with them when filling the job vacancy.
In my next article we will start to look at some of the ways a recruiter can address these issues and move from being an order taker to being a value-added contributor.
Bio:
Fred Pamenter is the Managing Partner of PPB&D Consulting. The firm was formed in 1992 to provide human resource expertise to senior management teams in both the public and private sectors. The firm has particular expertise in strategic human resource planning, recruitment management, organization design and performance management. Fred has authored articles on various aspects of human resource management in Canadian and international publications. He can be reached at (416) 626-6980 or by e-mail at ppbdconsulting@aol.com