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The 7 Deadly Sins of Staffing Those involved with the Staffing function know you are only as good as yourlast search.Good recruiters are constantly trying to meet hiring manager’s goals of speed,cost and quality. It’s a tough business and recruiters want to please. With thatsaid, we have all led an awful search. It could be not meeting the time frame;not receiving return calls from candidates; the hiring manager just didn’t havethe time to interview for a month and it dragged out. Or the hiring manager just wants to see 10 more candidates and we permitted it. We have allcommitted some sin along the way. Here are some tips to manage the Staffingprocess and create a better relationship between you and the hiring manager.1. If you don’t get the right information upfront prior to recruiting, you havesinned.OK that might sound basic but most hiring managers have a preconceivednotion of what recruiting activities take place and also assume the job can befilled in two weeks. I have experienced many a hiring manager who had one ortwo openings a year and could care less about the interview process. They justdon’t hire that frequently!Tip: You have to set the stage. Get a meeting or a phone call with the hiringmanager that focuses on your approach for recruiting the highest quality ofcandidate. Explaining can be painful, but you must. Finding the most qualifiedcandidate would take more than two weeks. (Unless you have candidateswaiting in the wings.) Are they more interested in filling the “seat” or findingthe most ideal candidate? Also clarify the “must have” skills: what is essential.Most hiring managers have a “big want” but in the end will flex on the “musthave’s”. Most of the time, get market data to ensure the hiring manager is awareof what is happening in the marketplace relating to that particular job. I havenot met a manager who didn’t want to know what was going on in themarketplace. I also haven’t met a Manager that wants a “B” player. They allwant “A” players and need to know what that actually entails. I always assumeI have to educate the hiring manager. Educate, educate and educate some more.You are the recruiting teacher to many. Gather as much information about theposition, the department nuances, and timing. You can’t communicate enoughwith the hiring manager.
 
2. If you don’t have passive candidates in the pipeline, you have sinned.Recruiters must have their own library of potential candidates for their hiringmanager. Recruiters must be able to identify individuals and develop candidaterelationships.Tip: Set up your own personal way of managing your network. There are manyoff the shelf tools that can assist you with managing candidates or networkingcontacts, phone number etc. I have always called this my library. You mightcheck out acandidate for one position and leverage them to another later if not a currentmatch. If you are not use to candidate identification, then utilize a name gen(research) company or subscribe to identification tools. Hiring managersnormally don’t have a problem paying for competitive intelligence when itcomes to filling their open position. They have great curiosity of knowing thenames in the roles at the competition. You could also attend industry events andconferences relating to the business. Schmooze. Get industry publications andread the appropriate association newsletters. Follow the leaders in otherorganizations and start targeting them as potentials for the future. At least theywill be great for referrals!3. By keeping the job description and posting boring, you have sinned. We allhate “those” job descriptions due to the fact they really don’t tell you what youreally will be doing each day. Plus they are too long to read. It never fails thatthe last person in the role had different skills than what you are hiring for today.Tip: Highlight what skills or experiences are needed in the old molding jobdescription. Highlight just the short phrases or key words. This helps you jumpstart the recruitment discussion with the hiring manger. Ask many questions.Why would someone want this job? What did the last employee bring to thisrole? What will make this person successful in this role? What will the newperson actually do on a daily basis? What can we deliver to the new employeethat would make them feel like they are contributing? What is the career path?What skills will help you, the hiring manager, be successful. You get the idea.Now you are ready to post. Be creative. If you want to avoid this postingactivity, there are companies out there that will post for you. And if you want tolearn about branding (posting) these jobs, most of the big Internet boards willtrain you.4. You have sinned if you only use job boards. It has been proven by manysources there is a big disconnect between where we post and how candidatesfind positions. Using job boards alone creates a huge influx of resumes that
 
drives up the time to fill, as well as burn many a recruiter out. This doesn’t meanto ignore job boards.Tip: Investigate the job board prior to posting. Has it generated a ROI in thepast? Has the board proven to you that you have received quality resumes? Beselective with the strategy that you use for job postings. Focus only on thosethat gave you the quality candidate. Use other sources to find the candidates.Leverage your networks and information gathered from publications. Don’tforget about employee referrals as well.Sourcing sometimes requires some experimentation.5. By keeping the candidate waiting, you have sinned. After it’s all said anddone, many are not respecting the candidate’s time. By not following up and notmanaging the interview day (manager’s cancellations or rearranging therecruitment process) sends the wrong message to your candidates.Tip: Explain to the candidate the time schedule of the search. If it’s going totake you three weeks to get back to the candidate for disposition, so be it. Justlet them know your process. If the interview schedule changes, let thecandidates know it.Did you ask prior to the interviews who might be able to be a substituteinterviewer if someone bails out? Can this substitute make a hiring decisionalong with the others?If no one is available, do you have a room set up for the candidate to makephone calls to their office or hook up to do emails? Do you have a key contactfor sheparding the candidate throughout the interview day? It’s great to havesubstitutes and a place where everyone knows where to find the candidate.Make the candidate feel important. Respect their time. Provide the candidatewith realistic timeline for continued follow-up. Determine who is responsiblefor the post-interview follow-up along with the offer process.6. By not keeping the candidates warm and engaged through the entirerecruitment process, you have sinned. To keep the candidates engaged, allparties involved with the recruitment process should be marketing and sellingnot only the job opportunity, challenge, impact to the organization, but also thecompany in general.Tip: Recognize that there is a difference between representing the organizationpositively and selling. Coach the hiring manager on screening as well as sellingduring the interview process. Make sure those that are interviewing should
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