10 Reasons Hiring Managers Should Hug Their Recruiters
Managers don t just hire people in their own image; the best people accept jobs from managers who are in their own image. A personal note to hiring managers around the world: First, don't read this if you just want to fill your jobs with some reasonably competent people. However, if you want to hire top talent on a consistent basis, this message is for you. It starts by understanding how to tap into the capabilities of strong recruiters. What Great Recruiters Can Do When Working in Partnership with Hiring Managers They ll make the most important thing you need to do easier. They ll save you time during the hiring process. They ll help you define the job. They ll help you raise the talent level of your department. They ll help make you more productive. They ll minimize the need to waste your time trying to motivate the unmotivated. They ll prevent the hiring of 90-day wonders. They ll help you achieve all of your department goals. They ll help you become a better manager. They ll help you get promoted faster. However, to get to this state of managerial nirvana, here s what you must do first. Recruiting and Hiring Rules for Managers Prepare a performance-based job description clarifying the major performance objectives of the job. Every job has 5-6 things a person needs to do to be successful. For example, it s better to say, Upgrade the international reporting systems, rather than, Must have 3-5 years of international accounting and a CPA. When contacting strong people recruiters must know the job in order to effectively make the case that your opening could be a good career move. (I'm hosting a webcast on January 22, 2014 on how to do this.) Benchmark the performance of your best people now doing the job you re trying to fill. This is a great way to figure out what it takes to be successful. For example, if your best engineers collaborate closely with product marketing before designing anything, add this to the performance-based job description. Convert every competency, skill, behavior, and experience requirement into a performance objective by asking, How is this requirement used on the job? Since these factors are very subjective, it helps to convert each one into a task. For example, when the common trait must have strong communication skills converts into lead the presentation of monthly sales department performance results to the executive team, it's easier to assess. In this case, just have the candidate describe where she or he has led major presentations. Value potential over experience. Don t insist on an exact skills and experience match. Instead, tell your recruiters you want to see people who have accomplished more than expected given their current level of skills and experiences. This will open the talent pool to some amazing people. Agree to see everyone the recruiter recommends. As a condition for this, have the recruiter prove that the person has accomplished something comparable to the most important tasks described on the performance-based job description. Conduct a 30-minute exploratory phone screen before meeting any candidate in person. Not only will this minimize the need to see as many candidates, it will also minimize the impact of first impressions for those you do see. During the interview compare the candidate s major accomplishments to those listed on the performance-based job description. Use the Most Important Interview Question of All Time for this. (Here s the full process.) Be fully engaged, flexible and available. Changing jobs for the best people is a critical decision. Hiring managers need to invest extra time in the process to ensure the candidate has a full understanding of the job and its upside potential. Describe your vision of the job and the impact on the company. Hiring managers don t just hire people in their own image; the best people accept jobs from managers who are in their own image. Take personal responsibility for recruiting the candidate. The best people want to work for managers who are mentors and can help them get to where they want to go. Recruiters can orchestrate the process, but it s up to the hiring manager to seal the deal. While great recruiters are needed to find, qualify, and present top people to their hiring manager clients, this is only one critical step in hiring the best. Managers must be fully committed and fully engaged every step of the way. Few are. So if you want to start seeing and hiring more top people, start by changing how you think about hiring. Then think about how a recruiter can help. 管理新知 您可能感兴趣的文章 On Energy: 5 Tips on Staying Energetic as a Founder 2013-06-09 培训反应评估设计的5个细节 2016-04-08
10 Companies With Fantastic Career Sites and What You Can Learn From Them 2012-11-21 最近文章 TEST 2018年01月15日 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？
2018年01月15日 阿里为什么不去清华招人？
2018年01月15日 因利益冲突，Facebook COO和Twitter CEO退出迪士尼董事会 2018年01月15日 热门文章 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？
2018年01月15日 阿里为什么不去清华招人？
2018年01月15日 2017年度职场出差行程调查，出差最多的居然是他们！！
2018年01月12日 员工在自己QQ空间评论HR经理吃屎，可辞退他吗？
2018年01月11日 扫一扫 加微信【已隐去】 关于沙龙 顾问委员 广告推广 隐私安全 联系我们 申请vip会员 支付方式 市场合作或广告投放 电话：【电话已隐去】 邮件：【邮箱已隐去】 在线QQ【已隐去】 VIP会员 企业VIP会员 机构VIP会员 广告刊例 商务合作 Follow HRSalon