Recently a few of our clients are highlighting recruitment as one of their biggest challenges.
It’s not necessarily attracting good candidates or asking the right questions that seems to be the problem…it’s getting enough people through the door so they have a tough decision to make. Not just picking the best out of a bad bunch.
Ideally, when you’re at the offering stage you want it to be a really tough decision. You want to be in a position that you’re arguing over who to choose, weighing up the pros and cons of each candidate so when you’ve reached a point to actually offer the job, you have a second or even third option if that candidate says no for whatever reason. You want ‘Deal Flow’ as the boss would say!
It’s not about getting your job advert out on more sites or using a recruitment company to generate more candidates.
The answer is: always be recruiting.
Always be on the lookout for good candidates who will fit within your culture, even if you don’t actually have a role available at that time. Encourage your current team to recommend their friends. Post on social media about your business and working environment. Always be ‘interested’ in new talent and have people waiting in the wings to step into roles.
I was once recruiting for a Recruitment Consultant to work within my team and I was in that ‘ideal’ position where I had 42 applications, 11 of which were good and 6 who I was willing to interview. I had another Manager from a different branch and a guy I roped in from HR to help me interview my shortlist.
After the first person didn’t turn up and the second person was terrible, I was glad I had four more to go!
The third candidate had years of recruitment experience on her CV and I was excited to meet her. However, It’s fair to say I was woefully disappointed. They lacked a certain level of enthusiasm and willingness to learn. I knew It wouldn’t work culturally, and ultimately would spell disaster.
Luckily, the fourth candidate was outstanding. She was energetic, driven and loved to learn. I knew I could work with her. I thought she was exactly what I needed (mainly as she was so like me!). I knew that you’re instinctively drawn to similar characteristics as yourself when meeting new people and it’s especially apparent when Interviewing candidates. So I had to bare this in mind.
My fifth candidate was also great, but I wasn’t sure if she was as driven enough. It wasn’t overtly apparent to me. She was much more steady paced. I really liked her, but I’d already subconsciously made my decision on candidate four.
The final candidate was ‘alright’, I was neither impressed or disappointed, which wasn’t a good sign.
Once the interviews had concluded, I thought it was a done deal. In the bag. Done. Let’s go and have a wine to celebrate the new member of my team.
I was wrong.
The two other panel members also really liked candidate number five. They thought she would be a great balance to my team. They were also very impressed by her presentation, research and understanding of the company. I could see their point, she was a good candidate.
After an hour of deliberation, I decided that each had their pros and I also had concerns about both. Neither were particularly experienced in recruitment, but I knew I could train both of them. They both fitted the company values well and overall that was the most important thing to me. I knew that I would be growing my team in the coming months and I couldn’t decide between them.
So, I hired them both.
The fourth candidate I hired as my Consultant and the fifth as my Admin Assistant who I trained up and they eventually also became a Consultant.
It was the best the recruitment decision I’d ever made. I saved so much time, money and effort as I recruited two positions in one recruitment series. I knew I would need an Administrator soon and I saw their potential.
I didn’t need to go through a long process again as I was ‘always recruiting’.