Stepping-up your Recruitment Game

Sammy ChangBusinessLeave a Comment

stepping up your recuiting and hiring practices



Recruiters use different tactics when finding talent. Some of which are more effective then others. It’s important to recognize these tactics so that you don’t fall prey to their potential negative outcomes. Trying to get a job can be so frustrating, but one day a CEO calls you up directly and tells you about a wicked job opportunity. Not only that, but they also say very flattering things about your skills and how you are perfect for the role—practically hand-picked. It seems too good to be true, and here’s a secret, it often is.

Recruiters Make the Wrong Play 

When you get asked to apply for jobs, you didn’t even know existed prior. It might seem like you’ve got an edge on the competition. This feeling is intensified especially when the Co-Founder of the company wants to talk to you on the phone, and says: “I really want you to get this job, I am going to hep you do everything you need to do to get this job.” Except, it’s actually just a pitch, even if it seems so genuine. Like sports fans have heard football coaches will promise the world to all their college recruits, and make every one of them feel like a king, but it’s just a tactic to get something out of you. It’s just a tactic to size up everyone, and get what they want—the best picks.

Don’t let promising recruitment guide the way. You never know what your up against, or what tactics are being used to see what you can deliver. If you’re more convinced that you will get the job, you are more likely to deliver anything they ask for in the interview round.

Foul Play

Is it really fair to ask people who don’t stand a chance at the job to produce for you? I know a girl who was head headed by a company in Vancouver. They told her that they really wanted her to get the job and that they would do anything they could to help her get it. They mentioned that video was really important, and told her to learn how to make one. They suggested, but didn’t instruct her to bring a video to the interview. She really wanted the job so not only did she learn video but she brought in a video for the executives to watch. They seemed pleased, but in the end, wanted more. They asked for a 90-day-action-plan, and another video. The girl was a bit shocked, she thought she had already paid her dues, but she was meant to realize that it was only part one.

She really wanted the job so she followed along (and legitimately struggled to get her work done for her current job), but even though she tried really hard, she had a bad feeling about it, and even though it was indirectly promised to her, she didn’t get the job. She was shocked to find that there were people far more quantified then she in the running. She could only imagine the kind words they spoke to them. Were they just using her for her ideas and innovation? She didn’t know, but she did know that their promises fell short. All their flattery, all their, “well we’re just so lucky to be interviewing with a candidate like you” went straight out the window. They were holding an ace of spaces from her the entire time. Career blindside. The correlations between football and careers truly are relative here.

Be a Team Player

Be careful when you are on the playing field, you never want to invest too much of yourself into one company. It’s good to see what’s out there and really find your fit, but don’t travel too much. It doesn’t matter what someone calls and tells you, everyone uses a different pitch, but some tactics might be less effective. Promising people the world and taking it away is demotivating, and people need to be inspired on their job search. There is something worthy in everyone, and HR values need to support this.

How can Recruiters improve their game?

HR can provide more concrete answers to job seekers. When you keep the door swinging, you make it confusing for people who really need a “yes” or “no” response. You give them false hope. It’s OK to leave the door open if you see future potential, but make it apparent that it isn’t the fit for right now. Give concrete answers.

Find a way to get back to all your applicants. Even if it’s a generic email, it is better than saying nothing.

Set clear parameters around the job guidelines and expectations. Make it very obvious if there are certain skills that are “must-haves” for the role. Be as transparent as possible. Don’t lead people on with gimmicks or ingratiating language. Using this ideology to get them to produce their best results is perhaps advantageous to you, but it is dishonest.

Put people to work, get them to prove their skills, but make it realistic. Ask them to create a landing page using Unbounce or assign them a small assignment. This ensures that you filter out the weak candidates before you start recruiting. Resumes aren’t the best indicators for fit, which is why many organizations influence others ways of connecting with potential hires. For examples on our website, we ask for something more than just a resume to assess a person’s initial fit and long-term interest. We’ve personalized the recruiting process, and since it is about finding the right people, this helps us narrow the gap.

Take the time to find the right people. Ensure their energy will work well with others, and don’t rush to hire. When you rush to hire, you often rush to fire. Make sure that you’ve made the right pick. Take the time to really train and manage that person. Give them as much knowledge about the company as possible. Set them up for success.

As a talented VP of Marketing once asked me, “is it the job?” or “is in the job?” Hiring people who want to work for your company specifically is an added plus, and a desire you should look for. Companies and hires are meant to feel mutually valued in this situation.

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