This topic may appear a bit contentious so let us start by saying that there is no intention to criticise or offend. We know most people act according to their very best efforts in response to the demands put upon them, and make the best choices they can with the information and pressures they have.
But there are two fundamental compromises that can get in the way of recruiting the best available people:
Owners and managers
The first is one of focus and expertise. Owners and managers become successful by being very good at running their business. They are highly skilled in their field, strategically designing, marketing and delivering products and services that are superior than their competitors. They create the most value for their business, and manage their own time and stress, by spending their time and energy doing what they are best at and enjoy most. It’s a great formula for success. The most successful even know what they’re not great at, and where they could use help. So they get experts to do those things. For some, hiring is an expert skill, and they have the time, patience and a process to do it well – and for others it isn’t. Despite the belief that comes from first impressions and gut feelings, and perhaps quite good interpersonal skills, that’s just the way it is.
For recruitment agencies, business is business – and the pay-on-appointment nature of the recruitment business can mean that some recruiters occasionally make recommendations that are compromised. Not all, by any means. But some. They aren’t necessarily incompetent or unethical, but they have a business to run that requires them to achieve placements before their competitors, just like real estate agents. Recruitment is a very competitive business. Having said that, we’ve met many recruitment agents who are highly expert and ethical, and have no hesitation in believing they do a great job in the best interests of their clients, over time building lasting, trusting and productive working relationships. As with any other business decision that cost $ now and may well cost you more $ later, you just need to be careful.
- Decide early what matters most – What values, skills and behaviours are must-haves, and what are nice-to-haves but not essential? What do they have to know and what can you teach?
- Recognise that, unless you have a great rack record of picking the right people time after time your recruitment expertise may not be quite as strong as it is in your business generally.
- When making recruitment choices, despite any gap you feel needs to be filled urgently, consider the longer term – a short-term solution can easily become a long-term problem.
- Be wary of influences when making recruitment decisions – are you under pressure? Are you swayed by your workload, your mood or whether you feel you “clicked” with an applicant?
- If you’re using a recruitment agency, how much do you know about them? How much do they understand your needs? How far might they colour or coach an applicant to get your placement fee? How would you know if they’re making decisions that are in your best interests?
- Slow down. Get it right. “A” solution is often not “the” solution.
It’s taken us a lot of time, research and execution to perfect our recruitment processes, including how we incorporate the brain & behaviourally-based Neurosmart® Assessments to build fully-informed pictures of applicants’ motivations, behaviours and needs. Similarly, other experts have their own processes, and, even if they don’t go to the same depths of behavioural investigation, they often find great candidates who fit in and perform brilliantly.
If you’d like us to take the pressure off you take care of your recruitment just call to talk about our unique flat-rate, no-placement fee, assessment-inclusive model.