8 In-demand human resources skills

As you consider your proficiency in each of the skills listed below, think about how you could represent them in an interview. This can help you frame each skills in a way that will impress hiring managers.

1. Recruiting

Searching for and attracting new talent is a major focus of the job for many HR professionals. If you are able to easily connect with others, uncover information, communicate clearly and be persuasive in negotiating contracts, you may be well-prepared to handle the very important task of recruiting.

How to highlight this in a job interview: Ask yourself if you’ve ever interviewed or evaluated a job candidate. Have you ever scouted an opposing sports team? Have you ever helped your boss with a job search or looked over a handful of resumes for a new nanny?  These experiences could all come in handy if you’re serious about getting into HR.

2. Screening

“Screening is the process of reviewing a person to go to the next step,” says Devay Campbell, founder and CEO of Career 2 Cents. When you screen applicants, for instance, you might look through a pile of applications to sort out the likeliest candidates for the job. In order for a candidate to advance in the hiring process, they must go through you.

How to highlight this in a job interview: “You may work or volunteer at organizations that allow you to serve as an intake person before sending someone to the next step,” Campbell says. She uses an example of a school newspaper where you might screen sources to see if they are right for the article. “The ability to analyze data and determine its relevance and validity could be demonstrated in school assignments or big projects.”

3. Employee relations

Successful businesses thrive on secure employee-employer relationships and the professionals who support those connections. Being able to identify and resolve employee concerns as they develop creates a more satisfying work environment for employees and employers alike.

How to highlight this in a job interview: Ask yourself if there was a time when you were involved in a discrepancy between two individuals in a professional setting. How did you work to resolve their differences in a respectful, empathetic and efficient way? Be specific. Which soft skills were important to use? How did you address concerns and determine an outcome?

4. Onboarding

Employee turnover is expensive. Onboarding refers to the process that allows new hires to become adjusted to the social and performance aspects of their new job quickly and smoothly. Companies are looking to hire HR professionals who can bring new recruits ‘onboard’ to increase the chance that they will settle happily and successfully into their new jobs for the long run.

HR and recruiting revolve around relationship-building, according to Tiffany Brown, talent acquisition and development manager at FreightCenter, Inc. “HR team members are expected to not only build relationships with potential applicants, but also employees in every department throughout an organization.”

How to highlight this in a job interview: Brown looks for applicants with strong communication skills who can collaborate in a team environment and handle sensitive situations with tact. Think of onboarding as playing host to new employees. Share occasions where you helped someone feel at home or make a transition. Specific examples of taking initiative to prevent hard feelings and promote open communication between co-workers will speak well of your ability to thrive in an HR position.

5. Scheduling

Employers want HR candidates with scheduling skills because many positions require juggling and prioritizing tasks on a team or company calendar. It’s important to be able to create a plan that allows everyone to achieve their goals.

How to highlight this in a job interview: Ask yourself if you have experience planning a multistep project and how you had to strategically organize and prioritize time to complete each task along the way. This could have been for a wedding, graduation party or even a vacation overseas.  

6. Human Resources Information Software (HRIS)

HR Payroll Systems defines HRIS (also known as HRMS) as “an intersection of human resources and information technology through HR software.” This allows HR activities and processes to occur electronically, making the workload lighter and more efficient for HR professionals.

How to highlight this in a job interview: Obviously if you are certified in HRIS or have taken any training, you’ll want to highlight that. If you lack experience in HRIS, showcasing other technological proficiency could go a long way. Draw attention to the fact that you’re eager to learn and can do so quickly.

7. Social media

This skill is popping up in more and more job listings nowadays. But it makes a lot of sense in HR. “Being on and participating in social media platforms shows that you are connected and visible,” Campbell says. She adds that if you work in a recruiting position, you’ll likely be using social platforms to seek out or screen potential job candidates as well.

How to highlight this in a job interview: Think about how you communicate on social media, or consider opening an account if you don’t engage with social media already. Do you understand the vibe of a given platform? If you had to cold call someone you wanted to recruit, would you know where to begin?

“Having an established presence on social media sites will give you a head start,” Campbell says, adding that candidates and new hires can make use of social media to get abreast of industry best practices.

8. Performance management

Performance management is how a company involves its employees in improving effectiveness towards the accomplishment of company goals, according to The U.S. Office of Personnel Management (OPM). The OPM lists performance management tasks, such as setting expectations for employees, monitoring performance, developing their capacity to perform, and rating performance. This skill relies heavily on strong communication and interpersonal abilities.

How to highlight this in a job interview: Campbell looks for applicants who demonstrate interaction with a diverse group of people. “Seek out culturally diverse groups to be a part of,” she says. She recommends seeking out volunteer opportunities to interact with people of all walks of life. Highlight this experience on your resume and be prepared to discuss them in a way that shows you’re open, tolerant and versatile.

Happy Sourcing !!

Credit:http://www.rasmussen.edu

Recruitment Sourcing Strategy

What is a recruitment sourcing strategy?

A recruitment sourcing strategy is a strategy by which viable candidates are identified by organizations with a hiring need or by the executive recruiters or search consultants who have been hired by those organizations. This strategy is composed of multiple candidate sourcing techniques, which are typically used in combination to maximize results.

Basically, there is more than one recruitment sourcing method. The way in which these methods are used depends upon a wide array of factors, some of which include:

• The types of candidates needed
• The preferences of the hiring authorities or recruiters
• Past success (or lack of success) using the method
• The resources at the disposal of the person (or people) utilizing the strategy
• The personnel available to utilize the strategy

And the list goes on and on. The point is this: an overriding talent sourcing strategy is composed of individual candidate sourcing techniques. The way in which the overriding strategy is composed depends at least in part on the factors listed above.

6 of the best sourcing techniques for recruiters

Okay, so now that we know what a recruitment sourcing strategy is and how it’s composed of multiple candidate sourcing techniques, what are some of those techniques?

#1—Sourcing candidates through a recruiting database

Of course, many hiring authorities and recruiters (both in-house and third-part) maintain their own recruiting database of candidates. When these hiring authorities and recruiters have a job order, they often automatically check their own database first as a way of sourcing candidates. Of course, the better your recruiting applicant tracking system is, the more quickly you’ll find the candidates you need.

#2—Sourcing candidates through social media

LinkedIn has become all the rage during the last several years, as countless companies and recruiters have added it to their talent sourcing strategy. They “camp out” within the social media platform on an almost daily, hoping to source high-quality candidates and then recruit them. While it’s true that they also use other social media platforms for sourcing, LinkedIn is most definitely the most effective and most popular method of sourcing candidates through social media.

#3—Sourcing candidates through online job postings

It seems almost everybody does this, right? Well, while just about every company does it, not all recruiters do. There is still a contingent of search consultants that refuse to add job posting boards and job board integration to their candidate sourcing methods. One reason is that online job postings usually attract active job seekers but aren’t great passive recruiting strategies. The latter are usually top performers at their current employer, are busy and compensated well, and aren’t even looking at online job postings.

So do job boards really work? The effectiveness of this candidate sourcing method depends on who you ask.

In addition to searching candidates that have applied to job board postings, try a Google resume search. Many people, especially in the tech space, will have their own websites that frequently host an updated copy of their resume.

#4—Sourcing candidates via referrals

Now this is one of the old-school sourcing strategies for recruiters that never actually gets old. That’s because it’s so darn effective. Organizations have official employee referral programs whereby employees are paid a referral bonus if they refer a candidate who is actually hired. Recruiters also employ such methods of sourcing. Offering a referral fee to candidates that suggest friends or colleagues that are later placed successfully is a very viable technique. The best place to find more candidates like the one you just placed is to ask that individual who they know.

#5—Sourcing candidates from within the organization

This is a technique that organizations often employ, especially if they’re heavy into succession planning. Of course, with this method, the organization does not need the services of a third-party recruiter. That’s because the talent is right there within the company. However, the talent still needs to be convinced to make a move, even though it’s with their current employer.

#6—Sourcing candidates through a recruiter network

We are currently in the midst of a “candidate’s” market.” That means candidates have the upper hand in the marketplace. That means the really good candidates are interviewing with more than one company, they’re often receiving multiple offers of employment, and they have plenty of options from which to choose. On the other hand, we have hiring managers and authorities who never seem to find the candidate they want. A recruiting network can provide a solution, since the recruiters within the network share candidates and job orders.

Happy Hunting !!

Candidate Sourcing Best Practices

I firmly believe that candidate identification is the most critical step in the talent acquisition/recruiting life cycle – you can’t build a relationship with, receive a referral from, network with, or hire someone you haven’t found in the first place.

From the very beginning of my recruiting career, I’ve leveraged technology for talent identification. I’ve learned that searching databases, the Internet, and social media offers intrinsic advantages over other methods of candidate sourcing, and I’ve compiled a list of what I believe are the top 10 best practices for searching for candidates.

So whether you’re searching LinkedIn, Twitter, Facebook, Monster, your ATS/CRM, or you’re Googling for candidate leads on the Internet – following and integrating these search best practices into your candidate sourcing routine can dramatically increase your ability to more quickly find more of the right people.

In no particular order:

#1: Think Before You Search

“Give me six hours to chop down a tree and I will spend the first four hours sharpening the axe.” – Abraham Lincoln

That’s become one of my favorite quotes to use when stressing the importance of thinking before throwing some keywords together and hitting “search.”

Too many sourcers and recruiters are unknowingly picking up dull axes and begin taking swings. I’m not sure if you’ve ever tried chopping down a tree with a dull axe, but it’s neither efficient nor effective, and it requires considerably more effort than necessary. If you just take the time to think, develop some semblance of a search strategy, and experiment with various searches (sharpen your axe!) – you can get to more relevant results more quickly.

For many hiring profiles, you should spend at least 10 -20 minutes thinking about and researching your search strategy, as well as experimenting with search strings and reviewing the results for relevance before you start using the results to begin making calls.

Here is how you can sharpen your axe before you take your first cut:

1. Analyze, interpret, and fully understand the job opening/position requirements.
2. Adhere to the Cardinal Rule of Candidate Sourcing: take your understanding of the position and intelligently select titles, skills, technologies, companies, responsibilities, terms, etc. to include (or purposefully exclude!) in a query employing appropriate Boolean / Extended Boolean operators, query modifiers, and semantic search techniques.
3. While reviewing the results of your initial searches to assess relevance, scan the results for additional and alternate relevant titles, search terms, phrases, and companies that you can incorporate into your next search
4. Based upon the observed relevance of and intel gained from each successive search, modify the search strings appropriately and run them again.
5. Repeat steps 3 and 4 until an acceptably large volume of highly relevant results is achieved.

You should always take time to analyze your search criteria to assess the possibility that your search terms may not find all qualified candidates, and in fact might actually be eliminating viable candidates. I have found that the more time I spend on the front-end of a search, the more relevant my results become, which in turn increases my productivity by enabling me to find more and better candidates more quickly. Imagine that!

Here are a couple of examples of applying the Cardinal Rule of Candidate Sourcing: #1 Searching for Java Developers with JMS, and #2 Searching for LMS Plateau professionals.

#2: Do Not Overanalyze Resumes

Chances are that the people you are trying to find and recruit are not professional resume writers. Whether they are software engineers, lawyers, physical therapists, project managers, or database administrators – they are NOT professional resume writers, nor do I think we should expect them to be.

Writing a great and 100% complete resume isn’t easy. What IS easy is to forget to add some of your responsibilities and every little detail of your professional experience (applications, environments, etc.). Candidates may not think to express every last bit of their experience in their resume – and if you’re looking specifically for one of those little bits and it’s not there, it’s all too easy to assume that the person who wrote the resume doesn’t have the requisite experience you’re looking for. Don’t make assumptions about candidates from their resumes – give them the benefit of the doubt. Ever hear the phrase, “Don’t judge a book by its cover?”

Resumes are by nature imperfect and are poor representations of a person’s experience and capabilities, so I suggest you apply what I call the “10-second rule:” Don’t read resumes – scan them. If you can’t absolutely disqualify/rule out a candidate based on reviewing their resume in 10 seconds, pick up the phone and call them.

You’ll be pleasantly surprised. You’ll call people you would not likely have called before, and you’ll find out that some of those candidates actually DO have the skills and experience you need – it just wasn’t obviously or explicitly expressed in their resume.

Always remember – you (and/or your clients) hire PEOPLE, not PAPER.

#3: Do Not Run Overly Generic/Basic Searches

If you run generic searches with perhaps one title and a couple of basic keywords – you’ll be sure to get correspondingly generic and basic results. I’ve heard many a recruiter complain about getting “too many results.” People making this mistake unknowingly increase the size of the Hidden Talent Pool of candidates they don’t find.

Don’t rely solely or heavily on title-based searches. Not all companies use the same titles for the same roles and responsibilities – so making this mistake contributes to you populating Hidden Talent Pools with every candidate that matches your hiring profile or job order but has a title that you didn’t think of and include in your search. See best practice #1 above.

Don’t rely solely on using skill/tech terms (e.g., Java, Oracle, Accounts Payable, SOX, etc.) when creating your Boolean search strings. Technical terms such as programming languages, operating systems, and databases will only give you results of people who mention those terms in their resumes. Mentioning buzz words does not imply any degree of responsibility or capability.

The most effective searches reach beyond skill/technology term matching and into the realm of semantic search by include responsibility terms (administer, configure, create, manage, reconcile, coordinate, design, etc.) and environmental terms (enterprise, host*, etc.) where applicable. This is the first step in moving beyond simple buzz-word bingo.

#4: See Each Resume as More than a Potential Match for the Position You’re Working on

Any source of candidates you have access to can be leveraged in much the same way as LinkedIn can – every person is actually a conduit to a larger network of people. So even if a particular resume or social media profile you’re reviewing doesn’t appear to be an ideal match – they actually might be (see #3 above), and they may know someone who is.

If you find yourself scanning a search result that appears to be under- or over-qualified – remember to not make assumptions about candidates based on their resume/profile, and also be aware that people who are in fact too junior or too senior for your current needs might fit future needs. Additionally, people who are either too junior or too senior for a particular position might work with or know someone who is an exact match.

#5: Run Multiple Searches Across Multiple Sources

Now matter how strong your sourcing skills are or how many times you’ve recruited for the same position, you should always run multiple searches. It’s impossible for one Boolean search to find all qualified candidates.

It is also critical to leverage every resource you have available to you. You may be in love with LinkedIn, but the best candidates for that special position you’re working on may be tucked away in your database/ATS, or on Twitter!

If you think you’ve exhausted a particular source of candidates – believing that you’ve found all of the available matches and cannot find any more – you’re wrong. Invariably you’ve left behind Hidden Talent Pools of people who do match your positions, but you could not find them because your Boolean search strings and perhaps even your entire search strategy made it impossible to do so.

Being aware of this is a major step on the path towards sourcing enlightenment. See best practices #1 and #3.

#6: Search ALL Resumes

I’m aware that there are MANY users of resume databases (online or internal) who focus specifically on resumes posted/entered in the last 30 days, assuming these are the candidates to target because they are “on the market.”

You do NOT know anything about a candidate until you establish contact with them. Just because their resume was posted yesterday, it does not mean they are “actively” seeking a new position. I’ve spoken to many people who happened to recently post their resume into my own database on on a job board, and once I made contact, they explained they were just “checking to see what’s out there.”  Doesn’t sound too “active” to me!

Also, just because a resume is 3-6+ months old – you have NO idea what their job search status is. You cannot safely assume they are not looking and are “off the market.”

They could be:

1. Still passively looking, having not found the right match yet.
2. Available because they are finishing up a contract position they took 3-6 months ago.
3. In a new position, but extremely unhappy because it’s nothing like they were led to believe it would be.
4. In a new position, but their a) boss is leaving, b) position is in jeopardy due to layoffs, c) division is being acquired, etc. – you get the drift.

Ultimately, you should want to find the BEST candidates possible, regardless of silly job search status labels (active, passive, blech!). Everyone is a candidate!

Never limit yourself to only searching resumes posted in the last 30 days – some of the best passive and active candidates have resumes 31 to 365 + days “old.”

And most people don’t call them.

#7: Don’t be a Sourcing Snob

Despite popular opinion to the contrary, job board resume databases are not filled with desperate, low quality candidates. In fact, it’s statistically impossible. There are plenty of “A” candidates available in each and every job board resume database – major or niche.

If your experience suggests otherwise, perhaps it’s your searches or your search strategy. If you go fishing in the ocean and don’t catch the particular species of fish you were hoping to, would you be able to assume that there were no fish of that type in the ocean that day? Of course not. Just because YOU didn’t catch the fish you were looking for, it doesn’t mean they weren’t there to be caught.

And if you’re the type who believes that the job board resume databases are filled with “active” candidates, you might be surprised to know that approximately 75% of all resumes in the major job boards resume databases are dated over 30 days old. Some are 2-4+ years old. Are they still “active” candidates? Do you think anyone’s calling them?

Don’t be a sourcing snob. As I pointed out in best practice #6 – your goal should be to find the BEST possible candidates, regardless of what “side of the tracks” they live on.

#8: Don’t Submit the First 2 -3 Candidates You Find/Speak With

Sound crazy? I can hear someone asking, “Why shouldn’t I submit the first candidates I find that fit the requirements?”

Well, ask yourself this – what’s the statistical probability that the first two people you find and speak to magically happen to be the BEST candidates you can possibly find? Or the most closeable and controllable?

Recruiting candidates should not be conducted on a FIFO basis, but on a BIFO (Best In, First Out) basis.  Find and speak to 10-15 candidates and then submit your BEST.

Talent selection based on FIFO methods is like a single person walking into a bar and leaving with the first person that speaks to them. There is no “selection.”

You saw it here first. Think about it.

#9: Seek to Continually Improve Your Candidate Sourcing Skills

As a sourcing/recruiting professional, one of your goals should be to get better at what you do on a daily basis.  Not just meeting your objectives and KPI’s – but actually improving your sourcing and recruiting skills and ability.

Geoff Colvin cuts to the root of the matter, pointing out that “Most fundamentally, what we generally do at work is directly opposed to the first principle [of deliberate practice]: It isn’t designed by anyone to make us better at anything. Usually it isn’t designed at all: We are just given an objective that’s necessary to meeting the employer’s goals and then expected to get on with it.” Ouch – that hurts Geoff…but you’re right on the money!

As a sourcer/recruiter, you can perform deliberate practice, which is specifically designed to improve performance by getting you out of your comfort zone and continually stretching you just beyond your current ability. Ever hear the cliche of, “If you’re not getting better, you’re getting worse?”

Unfortunately, when most people “practice” on the job, they are just doing what they’ve always done, going through the same old motions – which does nothing to improveperformance. Unlike many professional athletes, most business professionals (including sourcers and recruiters) do not go to work every day specifically trying to get better at what they do. It’s something many people may talk about, but very few people actually do.

Be one of those few.

#10: Spend 80% of Your Sourcing Time Using High-Yield Sources

Why spend a lot of time trying to squeeze blood from a stone? I feel there are many sourcers and recruiters spending too much time focusing on intrinsically low-yield candidate sources.

For example – some people spend countless hours searching the Internet for candidate leads at the expense of not heavily/effectively leveraging their internal resume database/ATS. While you can certainly find great people on the Internet, the Internet is not indexed specifically to enable sourcing and requires many tricks and tweaks to yield relevant results.

If you have access to an ATS or internal resume database – it’s specifically designed to store and retrieve resumes, and probably has more local and more qualified candidates than the Internet, and might actually have a better search interface enabling more precise searching to find more of the right people more quickly.

To top it off, your ATS/CRM is filled with people that have already expressed interest in your company (at some point in time) and with candidates that you or other sourcers/recruiters found elsewhere and entered in! And when it comes to finding candidates on the Internet vs. the job board resume databases, see these two articles for an eye-opening apples-to-apples comparison of Monster vs. Google search results, see Monster vs. Google Round 1 and Round 2. Facts are facts, folks.

High yield sources of candidates are #1 Highly Searchable, and #2 Deep on candidate data. Of the social networking sites out there, LinkedIn is the most searchable and has the deepest candidate data, and you don’t need more than a free account to leverage it like a rock star. Also – if you have access to any of the major job boards – they have highly effective search capability, actually have a larger percentage of “passive” job seekers than “active,” and they have some fantastic candidates – see best practices #6 and #7.

Final Thoughts

This is by no means an exhaustive list, but I feel it represents some of the highest impact candidate sourcing best practices. If you have a candidate sourcing best practice to add to the list – please let me know.

Thanks, and happy hunting!

This article is part of the Boolean Black Belt archives here on SourceCon.

Recruitment Process Steps

The recruitment process. That process by which organizations find new employees. Sounds simple, right?

Wrong! If it was simple, every organization would do it and they would do it well. The fact of the matter is that they don’t. That’s one of the many reasons they hire executive search consultants to help them. (Or at least they should.)

What is the recruitment process?

A recruitment process is an organization-specific model of candidate sourcing for the purpose of finding and hiring new employees. Typically, the ownership of the recruitment process resides within the Human Resources function, although companies also use third-party recruiting firms. Ownership can vary depending upon the specific organizational structure of the company carrying out the process.

Are the hiring process steps always the same?

Of course, every organization and company is different. What works well for one company may not work well for another. That’s why the ability to be self-aware is a crucial component of the recruiting process. You can’t do what sounds like it might work within your organization. You must do what does work.

One thing that organizations (your clients) must remember is that the recruitment procedure involves actual recruiting. That’s because these organizations should be going after top-shelf, A-level candidates. These type of candidates need to be recruited. Why? Because they’re not actually looking for a job! They’re probably already being paid well and treated well by their current employer. However, recruiting passive candidates is NOT easy.

That’s why a company’s recruitment procedure should not just consist of submitting a position to online job posting boards, sitting back, and waiting for the applications to roll in. That’s not going to result in the sourcing and hiring of the best candidates possible. It might result in the sourcing and hiring of the best candidates actively looking for a new job. It’s not the same thing.

When company officials examine their organization’s hiring process steps, they must have a proactive mindset. In other words, their focus should be on identifying, recruiting, interviewing, hiring, and retaining the best candidates available in the marketplace. (Regardless of whether they’re actively seeking new employment). That—in a nutshell—is what the recruitment process is all about.

Recruitment process steps

But . . . there’s a little more to it than that, as you might imagine. Okay, so company officials must be self-aware and know what works for their organization and what doesn’t. They must also act proactively and have the proper frame of mind at the outset. Creating a basic recruitment flowchart can sometimes be helpful to keep you on track.

With all of this in mind, below are the 10 basic steps in the recruitment process. (Remember, the process in individual to each organization, meaning they might omit steps, add steps, move them around, or all three.)

#1—Identifying the hiring need

You can’t find what you need . . . if you don’t know what you need. It’s not enough to know that you need [insert position title here]. You must also know the complete job description. However, you must know the description as the last employee who left in the position left it, NOT the description when that person took the job. That’s because chances are good that they took on new/additional responsibilities while in the position. Now the job when they left is different than they job when they arrived.

#2—Planning

Once you’ve identified exactly what you need (both in terms of hard skills and soft skills), then it’s time to put a plan together to find what you need. You know what they say: “When you fail to plan, you plan to fail.” Yadda-yadda-yadda . . . except it’s absolutely correct. Make sure that you get the “buy in” of everybody involved with the hiring process on the steps that will be taken and the communication channels that will be used. All it takes is one misstep to blow everything up.

#3—Searching

This is a case where you need to be a “hunter” and not a “gatherer.” Too many companies are “gatherers,” thinking that superstar candidates are going to rain down from the sky like so much manna. No, they are not. Once again, this is why companies hire “headhunters.” They hunt, they do not gather. Not only that, but they’re good at what they do. Hiring authorities and even companies with internal recruiters often cannot match the expertise and connections of a recruiter who “works in the trenches” of the industry day after day.

#4—Identifying viable candidates

Finding candidate is also not enough. An organization (or its recruiter) must also find qualified candidates. Anybody can find candidates. They’re everywhere. But those high-level A-players, the kind of candidates your competition would kill for? They’re NOT everywhere. So searching for them, finding them, and identifying them will be more difficult if the first three steps in the process have not been undertaken.

#5—Recruiting of A-level candidates

Once viable candidates have been identified, they must be recruited. In other words, they must be sold on not only the opportunity, but also on the organization. Some organizations miss this important distinction. Top candidates are not just interested in a great new job. They’re interested in a great new job with a great new employer. If they like the job, but they don’t also like the employer, then they’re not going to take the job. As mentioned above, recruiting is a major facet of the recruitment process.

#6—(Telephone) screening

Sure, you have a batch of viable candidates, most likely passive candidates, who are interested in the position. But not every single one of them are going to make it through the process. That brings us to the first screening stage of the process, the telephone interview. Ideally, you would have a list of 10 to 15 very strong candidates, all of whom are interested in the position. The phone screening serves to whittle that list down, so that you can move to the next stage of the process, which is . . .

#7—(Face-to-face) interviewing

There are two important aspects of this part of the recruitment process:

1. It can’t stretch out too long, or candidates involved will lose interest.
2. Employers must communicate to candidates where they are in the process and what to expect in the near term or they will start looking elsewhere. This is a particular danger with top candidates, since they are more than likely interviewing with more than one organization.

Sure, there are other important aspects of the interview stage, but these are the two that companies neglect the most, with predictably dire consequences.

#8—Offering of employment

The offer stage is one of the most delicate stages of the recruiting process. A hiring manager should never take for granted that a candidate is going to accept an offer. However, if they’ve done all of the proper work beforehand and they’ve double and triple-checked everything, then the candidate should accept the majority of the time. Here’s an important note: if an organization is working with a search consultant, the hiring manager of that organization should let the search consultant extend the offer. That’s what the candidate expects, and that’s what should happen.

#9—Hiring of the candidate

Why are the offer step and the hire step not combined into one step? Because not every offer of employment is accepted. If every offer was accepted, then yes, we could do that. If a #1 candidate rejects the offer, then the company might extend the offer to their #2 candidate . . . or their #3 candidate, if #2 falls through. Once a candidate does accept the offer of employment, though, that’s when the official hire can be made.

#10—Onboarding of the candidate

What’s the point of hiring the best candidates in the marketplace if you can’t retain those candidates after you’ve hired them? A comprehensive onboarding process is perhaps the most crucial steps in the recruiting process. When we refer to onboarding, we’re talking about more than just new employee paperwork and knowing where the bathrooms are located. We’re talking about continuing to make the candidate/new employee feel wanted before they officially join the organization. Many a company has failed to do that, only to see their new employee never show up for their first day of work.

Thankyou!! Happy Hunting!!