Recruitment agencies can boost an organisation’ s recruiting prowess by following performance- based methodology.
Job descriptions restrict talent search, and therefore, should be used only as a reference template
Recruiters need to identify at least two accomplishments- -individual and team based--to help recruitment managers steer the interview in the right direction
The workloads of a recruitment manager and a recruiter are inter-linked. If a recruiter works hard, then the recruitment manager need not struggle as hard! Recruitment managers, with the help of recruiters, can create an equation that is mutually beneficial, while serving the organisational interests in the long run.
Most recruiters complain about how recruitment managers reject piles of resumes ruthlessly, while the latter crib over the poor quality of database that the recruiters give them to sieve through. However, experts believe that with performance- based recruiting, the scenario would change for the better. Performance- based recruiting is a tool that recruiters could use to tame the fussy recruitment managers. The strategy aims at providing the managers with better choices, thereby ensuring more hits than misses.
Feel the pulse
Performance- based recruiting underscores identifying candidates who fit the organisation’ s talent description, while analysing the personality type of the candidate and understanding how well it is suited to the existing organisational culture. It makes traditional templates and tools like job description redundant, and uses instinctive judgments to shortlist candidates. The idea behind it is to improve the quality of candidates sent to recruitment managers for screening, thereby enhancing the success ratio.
The concept is based on certain key guiding principles that need to be adhered to for maximising its impact. The guidelines include:
Discard ‘ideal’ job description
Most job descriptions that are handed over to recruiters are more surreal than real! If recruiters go by the job description, they would cut the chances of finding the ‘right fit’ drastically, and instead, line up resumes that are anything but close to the organisational requirements. Experts, therefore, recommend discarding the job description and focussing on a simple “what kind of a candidate will do the job well” criterion. Stating the requirements simply makes the job of identifying talent easy. A simply stated requirement projects the candidate as a normal professional who is equipped to do the job well. In addition, a job description limits the choice, as it binds recruiters in details like experience and skills that may be important only because the manager thinks so, but not because the job requires them. The decision to discard the job description, however, has to be taken with the consent of the recruitment manager. The job of convincing the manager about how he will get a better screening profile without a description lies with the recruiter!
Develop thorough understanding
As ‘job descriptions’ go out of the window, recruiters need to understand the job in totality. Without a clear understanding of the job, recruiters will end up making inappropriate profile selection, leading to a high rejection rate. A job can be understood well by indulging in a point-by-point discussion with the recruitment manager about the pre-requisites mentioned by him. For instance, if the recruitment manager says that the candidate should have at least two years of global work experience, then it would be worthwhile to ask how global experience helps perform the job better. Thus, converting job description into performance profile will help recruiters develop a thorough understanding of the job.
In the process of screening candidates, identifying two accomplishments- -team-based and individual-- can help recruitment managers make the interview process quick. Recruiters asking candidates to list two defining moments of their careers and communicating them to the recruitment managers can set the pace for the interview process, giving managers an insight into the real worth of the achievements.
Drop preconceived notions
Most recruiters and recruitment managers make their decisions within the first 10-15 minutes of the interview. This happens partly because they give into certain preconceived notions, and therefore, their decisions are not necessarily the best and the most prudent. Staying wary of this tendency and making a deliberate attempt to fight ‘first impressions’ is important for making logical recruiting decisions.
Invest in candidate preparation
To ensure that candidates are at ease, recruiters must prepare them by sharing information that can help them answer job and industry-related questions. Providing them with a list of probable questions will help candidates cut on their nervousness and anxiety before the interview.
Use holistic assessment Most cases of underperformance are attributed to non-technical skills. Technical competence alone will not give a complete picture. Hence, using a multi-factor assessment tool is important to ascertain candidate competence.
Recruiters who incorporate these recommendations in their recruiting plans will benefit immensely. As for recruitment managers, screening will be easier and decision-making much faster.