During the recruitment process, two key questions are asked: Who do I appoint? Who do I ignore?
The success of a company or at least the department involved can rest on this appointment. So it is not something to do take lightly. However, if you are indecisive and just stringing candidates along before you reach a decision, know this: the savvy ones will smell it and bolt. This could mean losing the candidate that you actually need.
To make things work for you and your company, make these considerations right at the start of the recruitment process. Some seem dumb or obvious, but sometimes the dumb ones are those that are overlooked:
What is this job about?
I don’t mean drafting out a job description and filling in the requirements. It certainly does not mean pulling out the previous copy of it and blindly posting it into an ad or sticking it to your recruiter or consultant.
- Does this role need to be filled? Will the department or team be better off structured differently?
Very often roles are filled simply because they have always existed. However, has the structure changed? Does it need to? Remember that change is the only constant and for any organisation to thrive, change will be essential
- How has the role changed?
If the role has changed, what are the changes? What are the expectations and requirements? Being clear on these areas will enable a better decision on who to appoint.
Do I need to change the gene pool of the organisation?
Many organisations tend to demand ready-skills from their candidates. There certainly are benefits to this; new employees can hit the ground running and the expected learning curve is lessened. However, it also means that these new employees come with fixed ways of doing things and are likely to adhere to the “accepted” way of going about things. This likely brings stagnation as staff lack the willingness and ability to challenge the status quo.
Make the effort: bring in the new blood. Explore possibilities and seek out staff that are willing to make the changes. It will be a tougher decision to make, but they will tend to have better long term outcomes.
Can the candidate do the job of his/her boss?
You might ask “why am I considering the next role for the candidate? I don’t even know if they can handle the current role”. However, consider this: If I build into the selection criteria the candidate’s potential to take on the next role, wouldn’t I be planning for succession? This is a tough move, but certainly it builds the organisation’s capacity to promote within the ranks.
Clarity must be present throughout the process. The role that you are filling, what it is about, the requirements needed and the expectations of the job. These have to be established clearly and communicated to all parties involved: the HR folk managing the process, the hiring managers, the candidates applying for the job and all the decision-makers.
Who are the ones involved in the process? Who are the decision-makers?
One of the first lessons that I learnt in the corporate world (from my very wise manger) was “Who attends the meeting determines the outcome”.
What does this mean? With the people that we work with, they have predictable dispositions and reactions. This ultimately affects the process and the decisions made. Knowing this in advance allows you to prepare for circumstances and events, plus allow for adjustments for better decisions to be made eventually.
This also enables plans and timetables to be put in place, plus people, venues and times to be booked in advance. This will avoid unnecessary delays in the process as well.