100% Recruitment

Does that sound familiar?

If we run off looking for candidates with a brief like that, we might only find one on accident. The techniques we use for candidate search and selection would make no difference whatsoever. A few glasses of whisky can put fire in your eyes, but you can't pour a glass for everyone. So it's the sales director that needs to sober up, and it's the recruiter that has to help him do so.

What does «fire in their eyes» actually mean?

Straight off the bat, this isn't enough information, and secondly it's not something you can quantify. Thirdly, it would certainly be useful if they could do something, aside from having fire in their eyes of course.

Therefore, the job description should be compiled after a detailed discussion during which the HR manager takes on the role of critic. For example, the sales director might say:

«They must have a degree from Moscow State University!»

«Why Moscow State?»

«Intellectuals study there».

«So we need an intellectual sales manager but only if they have a degree from Moscow State?»

«Well, I guess if they're an intellectual then that's sufficient».

«The Institute of Noblewomen also produces perfectly intellectual maidens. So we can accept candidates that have graduated from other uni's, right?»

«You're right, we can».

And so on and so forth, with every different parameter. You need to approach these requirements with a critical eye and weed out anything that's over the top.

We'll discuss the job description later, in the chapter entitled «Searching for Candidates».

Planning and approval of the selection procedure

Lets start with an example Of what not to do

The owner of an IT company from another town got in touch with me. He needed to find a HR director. When I asked him what his requirements were, he told me that his finance director would fill me in when he arrived in Moscow.

The finance director arrived in Moscow. We met and began discussions, at which point we immediately switched to discussion of the strategic tasks facing their business, how the company planned to grow and what personnel they would require further down the line. He didn't even mention their requirements for this role, saying nothing about their motivation, education, gender or age.

After our discussion, it took me precisely three minutes to put five resumes in front of him. As I was already aware, all the candidates were satisfied with their proposed level of remuneration, had the necessary experience and were absolutely ready to come to an interview. The finance director also liked the candidates.

I got in touch with each of the candidates that very same day, and they confirmed their interest. This happened in April. The first meetings with the employers took place in mid-May after the holidays, while the follow-up took place in June and July. The vacancy was only filled at the end of August. My job took me five minutes (and 15 years of industry experience), while the employer needed five months to thrash out the finer points of the role. It is your responsibility to plan out and to approve the selection procedure. The general manager went on holiday, the commercial director's wife had a baby and then the finance director fell sick. Then as soon as they got back, the candidate goes to America for a training course… But none of this should affect the process.

So, we devise the selection procedure.

All procedures should be recorded on paper in as much detail as possible. No amount of charisma, enthusiasm or a proactive attitude will enable you to control the meetings to suit yourself, the candidate and the company. It can only be regulated by a document, something your company must have. What should the document contain? First and foremost, a timeframe. For example, the recruiter that is holding the interview must provide the manager responsible with information on the candidate no later than two hours after the interview. This means that if you're searching for a sales manager then the head of the sales department should be holding a copy of the candidate's resume along with your notes within two hours of the interview (provided, of course, that the candidate is suitable for your organization).

In turn, the head of sales must determine no later than the following day whether or not they intend to meet with the candidate, and provide a rationale for their decision. It only takes a minute to look through a resume and any member of management can find time for this, regardless of how busy they are. This means that within 24 hours of an interview, you will know whether or not you will be moving forward in the selection process with the candidate.

Unfortunately, it sometimes doesn't work out like this. For a few days in a row, the recruiter asks whether the manager responsible has had a chance to review the resume. «Yes I have», comes the response. «And what do you think?». «I haven't decided yet».

This should not happen. You need an answer within a day, a yes or a no.

What if you're an external personnel manager, working for a recruitment agency, and your client isn't interested in following your instructions?

Of course, you couldn't write this in the contract, this is not just a whim but rather a matter of establishing proper communication. You can make a special internal policy document which will not be a part of the contract but will show the serious approach you take to your work.

«So you want to close the vacancy, and yesterday if possible? Do I understand correctly therefore that in this case you're prepared to meet regularly and provide swift feedback? In order to achieve this, we have developed specific standards. Is this acceptable for you?» This will allow you to enlist the necessary support from the client. You can't force the client to follow your regulations, but you can undoubtedly show how important they are and how they help to get the job done.

If a vacancy needs to be closed and closed yesterday, then the writing is on the wall: the employer will certainly not find the time to meet with you during the coming week. Therefore, after the head of sales has told you that «Yes, I'm ready to meet».

it is essential to have the meeting organized within 48 hours. This is an acceptable time-frame. They must find at least 30 minutes for an introductory meeting within two days. The recruiter must participate in this meeting, to understand which questions have been asked, what the right answers are and it is essential to discuss the candidate immediately after the interview and to layout the next steps, for example, to arrange an interview with other members of management. Make a record of all your discussions!

Example

On one occasion, Business Connection was searching for a branch manager to work in the regions. The industry was very specialist, so there were few candidates. The prospective employers arrived to hold interviews with the candidates we had selected for them. We already knew which one they would choose: the fourth one. It was clear, since he was the ideal candidate. The most important thing was that the candidate should want to work for them.

The interview process is complete, they have spoken with each candidate. «Yes, the fourth candidate is the best. We like him». That's great! Everything fits into place. We know that there are no other specialists on the market that could compete with this candidate. «So, he's suitable for you, shall we make him an offer?»

The answer? «Yes, we liked him but let's keep looking».

Have you encountered a situation like this? Rustam Barnokhodzhaev, one of the leading headhunters in Russia, likes to respond to such cases as follows.

– «Give me five minutes, I'll go find a tramp on the street so you can have another look».

– «What do you mean, tramp? Why a tramp?»

– «Well, you said you wanted to keep looking».

– «We want to see professionals!»

– «You just saw the professionals».

They agree, they nod their heads. But they still turn down the candidate.

«Why are you refusing the candidate?»

«Well, you know… we like him, but… he's not exactly right for us. Yes, he has the experience, he knows the industry, but…»

And here they'll start talking out of their hats and will avoid giving a straight answer. What does an average recruiter do in this situation? They agree, since they don't have the willpower to argue their case further.

Okay, they say, we can search for one that has the right colour buttons on their shirt. So what should an outstanding recruiter do? An outstanding recruiter will get to the bottom of why they turned down the candidate for real.

Let's return to the case of the branch manager. I asked them:

– «Colleagues, if you don't tell us the real reason then we won't find you the right candidate, since we don't have a clue what was wrong with the guy that just left».

– «He was wearing brown shoes. Our general director thinks that top-managers should wear only black shoes, no exceptions. But the candidate showed up wearing brown shoes!»

What would an average recruiter do in this case? Search for a top-manager that wears black shoes…

An outstanding recruiter would take a different approach. He would say: