Today, it seems some organizations get the best hires while some never almost get a good one. Maybe like everything else, the process of hiring has slightly changed to suit this age and maybe not.
I remember attending an assessment at a multinational a few months ago. I passed the written tests and was told to wait for an interview. I was kept waiting for about 5 hours without lunch or newsletters, magazines or a video of the organization. I felt so terrible and immediately concluded in my mind that human and employee relations in this organization aren’t what I’d like to experience. As if that wasn’t enough, when I finally was interviewed, there were no apologies made with reference to the delay. I was vexed to say the least. I’m sure a lot of other people have suffered even worse a fate at the hand of hiring managers. There are some things recruiting and seclection/hiring managers out to know with regards to treating applicants improperly.
You can find out as you read an excerpt from HR advisor reviewed and edited by me.
The Engagement Cycle
We are not talking about “hiring” here but about the “engagement cycle.” That means finding and retaining the best employees—the “keepers”—through a continuous cycle that goes like this: Build a great workplace with a unique culture; use that culture to attract the right people; use those people to strengthen the culture, and then use the culture to hold onto the people.
Attract, Acquire, Advance
Three parts of the engagement process: attract, acquire, and advance.
(1) Attract—This involves building and promoting the employer’s brand. You build a brand around the key attributes of your company as an employer and then reach out to skilled workers. (Meanwhile, candidates are researching companies and deciding where they’ll apply.)
(2) Acquire—You create a great candidate experience by leveraging your brand during the hiring process and setting up a working relationship. (Meanwhile, the candidate is evaluating you and comparing you to other companies.)
(3) Advance—You retain top talent with rewards and growth. (Meanwhile, employees are continuously evaluating what they get from you and what their value is in the marketplace.)
Most Workers Are Available
Employers tend to think that only about 20 percent of employees at other companies are “available” to recruit. But the truth is nearly the opposite. Check out three types of candidates:
Settled loyalists (about 30% of workers) are happy where they are and hard to displace.
Poised Loyalists (about 11% of workers) are happy but could be enticed to move.
Poised Opportunists (about 59% of workers) are actively looking. They’ve posted their resumes, will apply for your job, and are amenable to job offers.
When skeptical managers or employers find out how large the potential pool is, either by losing some employees they thought were loyal or when they find out that those preconceived loyalists were actually sourcing for other job opportunities; they are surprised, but they quickly realize it means that many good employees are in the marketplace.
The Interview Experience
Most interviews involve sitting in reception, filling out an application in a room, enduring a grilling by HR, and then listening to hiring managers talk about themselves. That sends the message “We don’t care,”
In contrast, I recommend treating candidates like customers. Show them to a comfortable room with fresh coffee, drinks or bottled water, and a video playing about the organization. Offer help in filling out the application (if there’s one to fill). Then follow with a professional interview and a meaningful interaction with the hiring manager.
Applicants can be taken to some type of gathering area where they can meet and relate with current employees of the organization. It’s a comfortable place where happy employees are relaxing. It sends a powerful message. Otherwise, they can be treated to lunch or breakfast as the case may be in the organizations restaurant. The important thing is for them to feel a sense of belonging, care and regard even though they haven’t been certified as employees yet. It generates a longing to join the organization and they’ll perform their best at the interview.
Making the Offer
Don’t just send a letter with start date and salary details. Write a letter that recaps everything you offer:
“We think you’re the best person for the job, not only because of your skills and experience but also because of the deep understanding you showed, your can-do attitude, and your desire to step up to management.”
It’s also encouraging when other managers or line supervisors within the organisation give the candidate a call. “Hi,, I heard that we made you an offer. Any questions? I think you’d do well here. There are lots of opportunities here, etc.”
The fresh recruit immediately warms up to the company and feels welcome there even before his first day at work.
Many organizations miss an opportunity to hire the best because they don’t understand that in the process of hiring, the organization is also been sized up by the intending employee with regard to their human relations culture.
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