HR departments and recruiters are often asked to do more with less – find candidates; make sure they are the perfect fit; ensure they match all of the pre-screening criteria. Now you’re being asked to do all of this faster, with the same attention to detail and quality of work
Accepting and tracking applications in your email client and a newly created excel spreadsheet for every job? Stop! There is a better way to manage your recruitment process, which will save you time without having to sacrifice the quality of your screening methods.
- Increase Speed
Embrace technology – look for an online recruitment tool that:
- Integrates into your current website
- Posts jobs internally and externally
- Manages paperless applications
- Filters all applicants
- Pre-screens automatically
- Tracks test dates
- Creates offer letters from templates
- Uploads background and reference checks
- Exports applicant information into Word and Excel.
- Free up Resources
Get more done in less time. A system that streamlines your hiring process with efficient workflows and tracking tools can help you find the best talent quickly. Managing a large number of applicants can be a breeze with a system that tracks an applicant’s hiring status, applicant details, interview dates and keeps a job applicant database. This database can come in handy for finding a new hire as quickly as possible.
- Improve Quality
You need to shortlist quickly, but you also need quality candidates. Find a system that helps you find the top qualifying applicants with built-in customizable pre-screening questions and lets you integrate background and reference checks with the click of a button.
- Treat every candidate with respect for their interest. Whether you are recruiting inexperienced new graduates or C-level executives, give every candidate the respect they deserve as people. Being honest, open and professional is critical to candidates’ perceptions of your company. Never violate this rule in your talent-finding formula.
- Create a professional hiring process; then follow it. Explain the hiring process to all candidates; follow it religiously. Depending on the authority level of different jobs, you’ll need to vary your process at times. However, to maintain your professional credibility, you must follow the process you have explained to the candidate.
- Design a positive process for candidates that don’t “make the cut.” Have you experienced the horrors or heard about other candidates who were told that they would hear from a company after an interview, only to hear nothing? Employers who practice this “policy” must not realize the damage they do to their reputation and brand. Candidates have friends and family who are also consumers and can refer other talented people. Outstanding leaders develop a formula that offers dignified ways to deliver a professional “no” message.
- Create a hiring formula that gives you flexibility. Your recruiting and hiring formula should recognize that you may sometimes need candidates with unusual educational or behavioral qualifications specific for the job, department or team. A winning talent-finding formula allows you to be consistent, but flexible when necessary. If you want to consistently attract the best talent, make flexibility your trusted partner.
- Create a pleasant “candidate experience” for all job seekers and recruits. You might compare this component to the popular branding goal of creating a positive “customer experience” for all consumers who contact your company. Treating all candidates with respect, keeping your hiring process consistent, and having a professional communication strategy for non-hires increases your probabilities of attracting and hiring the best talent available.
Consider using some or all of these suggestions to create your effective plan and winning recruiting programs. If these features sound like basic human courtesy and respect more than textbook HR principles, you’re right.
Whether you are recruiting for a part-time mail clerk or a Vice President of IT, the candidate will judge your leadership ability—and your company—by the way you manage the hiring process. Your company faces no more risk when hiring a lower-level employee than when interviewing executive suite candidates. Your professional hiring process should be consistent for all candidates.
For example, the inexperienced part-time candidate may have an older sibling or family member who is eminently qualified for an open executive position. Further, lower level candidates may not be shy about telling everyone in sight about the treatment they received when interviewed by you or your company. If it was a positive experience, he or she may sing your praises. Conversely, if it was a negative experience, the candidate may be equally vocal in recommending that family and friends not buy your company’s products or services.
Join the fraternity of outstanding leaders by designing a professional, effective talent-finding formula. Your career and employer will reward you many times over.
The ultimate measure of a senior leadership team’s success is the organization’s results. And yet some companies, due to favourable market conditions, do quite well in spite of their dysfunctional leadership teams. Imagine what could happen if the team at the top could get its act together. Is your leadership team effective? Evaluate them on these nine attributes.
- A meaningful purpose: They have a clear and compelling reason to work together. Executive team members are each responsible for a specific company function. One could argue the CEO should be the glue that coordinates the activities, but everyone’s primary concern should be their area of responsibility. In high-performance teams, a commitment to the team’s purpose should be at least as important as the commitment to the purpose for the area each member leads.
- Shared goals: The team needs to focus on a set of outcomes that all members are committed to achieving and that require contribution by everyone. If it’s truly a team goal, everyone will feel equally responsible for its achievement. These are not necessarily the same as the company’s goals.
- The right mix: Team members have complementary skills, experiences, and styles necessary for fulfilling the necessary roles and responsibilities. People know each other’s strengths, weaknesses, preferences, and aversions. They use this knowledge to create synergy. Members see the value of each person’s presence on the team. There’s a sense of equality among all the players.
- Strong interpersonal relationships: People can be themselves because they genuinely like each other and will do what they can to look out for and support their team-mates. Members trust each other and are trustworthy. The cohesiveness of the team is obvious to people outside the group.
- Helpful operating principles: These agreed upon ways of working together might include a shared set of values, processes for making decisions, ways of communicating within the team and to other employees, and tracking activities.
- Problem solving: The team recognizes when a problem exists, analyzes it, identifies alternatives, and works through conflicts. Once the decision is made, everyone commits to supporting it. Often this is best demonstrated by someone’s willingness to raise a thorny issue in the first place and in the members’ willingness to fully engage in finding a resolution to the problem.
- High levels of candour: People say what needs saying in a direct and respectful manner. Members are receptive to hearing tough messages without becoming defensive. Heated discussions are viewed not as a problem but rather as a positive activity as long as the discussion stays focused on issues or behaviours rather than on personalities.
- Mutual accountability: Members hold themselves and others to the commitments they have made. While the CEO often has the primary responsibility for holding employees accountable for keeping their promises, each person shares in this activity.
- Measuring the important: Effective teams track those things that are most important to their success— progress on key initiatives, performance results, or even behaviours expected of each other and take action when things are not meeting expectations. Carve out time at your next executive off-site meeting to discuss the effectiveness of the team and determine how to strengthen its performance.
Most people want to progress in their work, and moving into management is a natural way of doing so. Some step into the new role and prosper. However, many struggle and become disillusioned, possibly stressed, and their performance dips: They’ve made the common mistakes of new managers. Here is how you can avoid making these mistakes.
MISTAKE 1: Not getting clarity on your role
Most people get a job description and may even have a quick chat with their new boss. Few, however take the time to get charity on their role. what the expectations are, and what key results are to be achieved.
SOLUTION: Make an appointment with your boos to be crystal clear on what they expect of you and what you should deliver to be successful in your new position.
MISTAKE 2: Holding onto old tasks
If you have been promoted internally within the same organization, this is a challenge. You may have been very good at certain tasks and really enjoyed some of them.
Be crystal clear on what your boss expects of you and what you should deliver to be successful in your new position.
SOLUTION: If these are not tasks on which your performance as a manager will be judged, pass them on to someone else.
MISTAKE 3: Trying to please everyone
As a manager, you have to make decisions: Some will be popular with everyone, some will be popular with some and unpopular with others, and some will be unpopular with everyone. Accept that your decisions will not be popular with everyone.
SOLUTION: Take what you believe is the right decision based on the facts and information available, not the one that will please everyone.
MISTAKE 4: Not Believing in yourself
We all have our doubts about our skills, knowledge, experience, and personal attributes, but we can choose whether we use them as an opportunity to shrink or grow. When people take up a role as a manager, self-doubt can get in the way of their success.
SOLUTION: Recognize that opportunities to grow always exist, and remember that those who appointed you believe in you, and so should you.
MISTAKE 5: Going for a home fun too quickly
You will probably want to make an impact as soon as you can. You may have had some thoughts or ideas about what you would do and how you would be different when you became a manager. It is easy to fall into the trap of going for a home run too quickly.
SOLUTION: Take it a step at a time. Make small change. As you achieve success, raise the bar and be more adventurous.
When people take up a role as a manager, self-doubt can get in the way of their success.
Someone see your potential to be a great manager. To become one, make sure to avoid making the common mistakes of new managers.