Recruiting for Rapidly Evolving Roles,
Not Well-Defined Ones 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 recruiting.
There are only 2 changes that the Internet has brought to this process. We now we post on on-line job boards. (i.e. Job Boards like Indeed, Linked In, and the rest). Large companies use resume scanning software algorithms to weed through the “resume spam” which we get in response to their postings.
This traditional process continues to work for the 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 this before. Then let the hiring manager pick one who “fits”. Over 90% of recruiting is still done in this way.
We only do this kind of recruiting as a first step. When it works, it cuts down your costs, especially if your recruiters work on a time based cost model.
YOU CANNOT RECRUIT IN THIS TRADITIONAL WAY AND HOPE TO SUCCEED.
Instead, you need to move from a ‘post the role and let them come to us’ recruiting model to a “find possible candidates and sell them on the possibility of joining us’. Linked In is set up to facilitate this kind of recruiting.
We recommend this approach as soon as it becomes clear that the traditional “post and let them come” approach is not sourcing the candidates you need.
There are two essential parts to a “find talented candidates and convince them to come to us” recruiting approach.
- at finding and evaluating candidates
- at selling them on your role.
The Attractiveness of Your Job Brand:
- the reason people want to join you,
- the reason they want to stay once they have joined you.
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 cuture of your organization.
I make this performance oriented recruiting happen for you.
Details of the 12 Steps
We talk about what talent you need and why you need this talent.
You get a recruiting agreement outlining terms, anticipated steps and time table, and projected costs.
I create a performance profile which sets out what the person will have do on the job.
I add the metrics that tell you and the person you hire what success on the job means.
I review the performance profile with you. We talk about authorities.
I add authorities to the performance profile. You get the final version.
We outline the compensation that you are prepared to pay.
I let you know what your chances are for finding the talent you want at the price you are prepared to pay.
We outline how we will together to find these people. We will need to do more than just post. We need to get to folks who are currently hired and not immediately looking (the hidden talent pool).
We look for referrals in our networks.
Referrals from people already you know (employees, contractors, business partners …) are always best. Referrals cut recruiting costs. Individuals referred this way still need to be performance and culture fit assessed.
I write an engaging posting designed to attract “talented” individuals.
We post on Indeed – currently the most innovative recruiting platform, and on Linked In – where everyone who is looking has their profile.
I scrub the applicants who respond. Resume review takes minutes.
Potential candidate screening by phone / Internet video conferencing screening takes time to talk with the candidate. I focus on what the candidate can do in your role, not on what they have done in the past.
I build a short list of 5 to 9 high probability candidates.
You get notes on why each person is on or off the list.
We dialogue to pick 2 or 3 final candidates.
I plan a thoughtfully crafted performance and culture fit assessment process. I brief you on it.
We plan to involve a few people who will be working with this person in the role if we can. I / you brief them on their involvement.
We take the 2 to 3 final candidates through it.
I dialogue with you about the final candidates, evaluating their performance and culture fit.
You pick the one person you think will fit best.
We plan an offer this person, while trying to keep the second ranked person “warm”.
We send out an offer, incorporating the conditions of employment, and such items as non-disclosure agreements, property use agreements, and benefit plans.
I call the person and tell them it is on the way. I assess their likelihood of acceptance.
Depending on this assessment, I call the second ranked person, and keep up their interest if I can.
I work with you and the others involved in your organization to lay you an on-boarding plan which will get the hired person productive on-the-job as quickly as possible. It includes:
- Equipment and facilities required,
- Compensation / benefits administration,
- Arrival announcement, and people/location familiarization planning,
- Mentoring and coaching planning,
- First week work outline,
- First 3 months work planning,
- First day reception and welcoming.
Folks in your organization act to get the elements of the onboarding plan in place.
I check in twice with you and the person you hired over the next 6 to 8 weeks to find tune the integration process.
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.