A great many sourcing discussions start with or involve some talk of candidate engagement. There are countless viewpoints on the best methods of outreach (how’s that Tik-Tok thing going?) and the best ways to get the talent we want to respond to our craftily worded messages.
The truth is, sometimes, despite the best research, the funniest meme, or the bullet point choices to get them to give you any response, it just won’t get it done. People who are talented have options. Lots of them. The sheer volume of messages they are getting is staggering and exhausting for them. And it’s time-consuming to parse through all the noise to get to the good ones.
Sometimes we just need some additional help. Someone with a different perspective, who can add an extra option to get the person to respond. Enter your hiring manager. (For the purposes of this post, we’ll assume you’ve got a hiring manager who is willing to play ball and help you out with some messages. If they aren’t, I’m sorry. And that’s a whole other post.)Read More
Pick any trending topic that’s top of mind in recruiting right now, from the candidate experience to onboarding.
Chances are that once you strip away all the unnecessary layers of BS, buzzwords and bureaucracy, and once you get rid of the ubiquitous consultants and unnecessary complexity, all recruiting is just variations on the same theme, really.
Step back and take a really good look. Fact is, every problem plaguing our profession shares both a common cause and a stunningly simple solution.
Turns out, overcoming even the most pressing or pervasive talent challenge really comes down to what seems, superficially at least, to be a pretty obvious silver bullet: adding a little humanity to the hiring process.
No matter how many machines we have, no matter how much data we generate nor how many processes we can automate, the simple fact is that every recruiting process revolves around people. Hiring managers, not algorithms, still have the final say in who gets an offer.
And as much as the talking heads and “thought leaders” would like us to think otherwise, the fact is that for many of us, working directly with candidates represents a significant part of the way we spend the days we spend at work.
I read the article by Kyle Lagunas about recruiting, and how it’s not like selling at all. And while I appreciate his thoughts, I think they are misguided, and frankly, I still think he’s speaking as an “expert” in an area where he doesn’t have any applicable experience. This is akin to me giving stock advice. Sure, I have a brokerage account, but I lack the Series 7 that would be critical for me to give the advice people could count on. So after cooling down for a night, I set out to yet again defend the profession I’ve taken up. Sure, I fell into it like the rest of us, but I’m a believer of jumping in 100% to your career. After all, if you are going to be a bear, be a grizzly.
Full Disclosure: Following the obscenely talented Amy Ala’s post on this is hard. So just bear with me……
So here’s how I see sales as a part of what I do at each phase. Again, I don’t take this lightly and many of my colleagues can attest to how long I was in denial about this. So I’m saying this after years of self-introspection and reflection. I’ve been on the agency and corporate sides, so I feel like I can speak intelligently to both sides. You know, because I DO it for a LIVING. Read More
When you read that, you have one of two likely reactions. They are probably either “I’m sorry, what did you say? Was that English?” or “Oh, you mean when a manager says ‘hmmm, Not a fit'”. Let’s face it, regardless of whether you are an internal or external recruiter, getting timely and detailed feedback and information is usually a challenge. Feedback and a solid heads up can very much resemble the purple squirrel we’re all always in search of. So what can we do? We’re all at the mercy of the hiring manager who makes the final call, right? Well, what if we turned the feedback model on it’s head?
Many of you who recruit for technical and/or engineering roles are familiar with the Scrum development methodology. Not familiar? NO PROBLEM. It’s not just for engineers! Scrum is a methodology that incorporates the idea of fast development cycles, frequent releases and quick stand-ups versus long, drawn out, “Death by Powerpoint” meetings. Hmm, maybe the developers are on to something here.
If we start to think and work like the client teams we’re supporting, there’s a greater chance of success of us getting what we need. For our purposes, let’s focus on the quick standup here. Consider these outcomes as part of moving toward a more Scrum mentality when working with hiring managers:
By scheduling 10-15 minute stand-ups on the books with hiring managers, you can get detailed feedback on phone interviews, submitted candidates, and any tweaks they want to make to the profile in real time. Also, with their schedules, 10-15 minutes is easier than 30-60 minutes. Now you can get the info you need to pivot, or to keep the trains moving forward with candidates. And at the end of the day, quick feedback is an integral part of any candidate experience.
Work How They Work
Eternally, recruiters are trying to move to a model where they “have a seat at the table” so that they can be seen as business partners versus order takers. This is an ideal way to show that you get it. You understand how quick they need to move, and you want to work within those parameters.
Client Service & Personal Touch
Scrums are a much more effective way to have a personal touch point with your managers. Seeing their recruiter frequently helps build familiarity, and familiarity breeds trust. Respecting their time, and still getting what you need is a win-win for both sides. And let’s be real…..no one reads emails. A harsh truth, but a truth nonetheless. And isn’t 15 minutes talking better spent than say, 4 hours a week playing email tag?
Stay On Top Of The Needs
In addition to having your Scrum meeting with your managers, try to join in on a couple of the development scrums. Sure, most of what is discussed will not apply directly to recruiting. But during those meetings, occasionally the future needs are discussed, or they talk about where they are bottlenecked and may need additional heads. This my friends, is proactive recruiting at it’s genesis. Again, it’s part of building a sense of trust among not only the managers, but the team as well.
This might be most useful in the technical arena, but it can definitely be parlayed across multiple business units with some modifications. And, since we’re all looking to show that we can help drive the business, this is a potentially helpful way to demonstrate that to you teams.
Have you incorporated this at your organization? I’d love to hear your take on this.
Here are a couple of fun takes on incorporating Scrum in your process: