We Recruit for Rapidly Evolving Roles in Growing / Changing Organizations,
Not Well-Defined Roles in Well-Established Organizations
Well-established firms use a resume scanning / recruiter initial interview / hiring manager final interview recruiting process that is decades old. This is the traditional ‘post the role and let candidates come to us’ approach to finding the talent they need.
This traditional process continues to work for well-defined roles in well-established companies. It does particularly well when there are lots of available candidates for the role in the local talent pool. Just find a few people who have done something very similar to the new opening before. Then let the hiring manager pick one of the final few who “fits” his or her sense of who is appropriate. Over 90% of recruiting is still done in this way.
The Internet has introduced only 2 real changes to this process. Recruiters now post on on-line job boards (i.e. Job Boards like Indeed, Workopolis, and the rest). Large companies use resume scanning software algorithms to weed through the ‘resume spam’ which the Internet has also introduced in response to their on-line job postings.
We only use the ‘post online and let them come to us’ recruiting process as a first step.
When it works, it cuts down your recruiting costs.
But it seldom works for the rapidly evolving roles in growing / changing organizations.
The new hires for those roles must upscale their results delivery as part of the role.
Only the best candidates have this capability.
Many of the best people are already working. They are part of the ‘hidden talent pool’.
Do you need to find talented people who can flex in a role and upscale their performance as your organization changes and grows?
Given today’s demographics, you will have to move to the ‘find possible candidates and sell them on the possibility of joining you’ recruiting process.
Linked In, and more and more, Indeed, is set up to facilitate this kind of recruiting. The upfront recruiting costs increase. The skill required by recruiters who ace this process is much greater than than required by recruiters who take a ‘ the role and let candidates come to us’ approach.
But the payback from your new hire’s performance will pay this increased cost back many times in their performance.
If you recruit and on-board such candidates well, their performance will be several times greater than that of an ordinary candidate.
We recommend moving to this approach as soon as it becomes clear that the traditional “post the role and let them come to you” approach is not sourcing the candidates you need.
Two factors are essential for a “find talented candidates and convince them to come to us” recruiting approach to work.
The Skill of the Recruiter:
- at finding and evaluating candidates, since hiring mistakes now really hurt,
- at selling them on your role, since they often need to be persuaded to leave a job in which they are comfortable.
The Attractiveness of Your Job Brand:
- since these candidates need a convincing reason to leave where they are in order to join you,
- the economic attractiveness of your offer, since many of these candidates are not actively looking for a new role.
In the meantime, if you want to know about how to succeed in finding the talent you need to grow your organization, give us a call.
Recruiting for Innovation is a Forward Looking 12 step process. It finds the right talent for rapidly changing roles.
You want the person you hire to be productive on-your-job quickly.
You need to deal with the fact that today, you may not know in detail what the person is expected to do in the next 12 months. You are hiring this new person to contribute to defining the role.
You need a recruiting processes that shows you what a few final candidates can do – how they will perform on the job, not just talk in an interview.
Then you can focus on picking the person with the talent you need who best fits the culture of your organization.
Recruiting For Innovation in much more depth.
“Why I Recruit the Way That I Do: Recruiting for Innovation” goes into depth about why I, and we as an full service recruiting / hiring service provider, recruit the way we do.
It describes why traditional recruiting for ‘Well-Established Positions’ works for most traditional organizations and recruiters. But it also clarifies why traditional recruiting fails when it comes to hiring people for rapidly evolving roles in start-up, rapidly growing, and highly innovative problem-solving organizations.
It is based on my own hiring experience as an executive, recruiting many people personally and overseeing the recruiting of more than a thousand others during my career. As well, it outlines the proven research findings from cognitive and social psychology which contributed to developing the ‘Recruiting for Innovation’ process.
We made too many hiring mistakes during my career. We paid the price for them in lost productivity, decreased morale. and real dollars. Avoid doing this. Hiring mistakes hurt, and can even lead to disaster in some organizations
If you are the kind of person who gets insight through reading, click on the cover to the right and download a pfd copy.