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Suzanne Derok is Alumni from Australian Business School, UNSW and Business Faculty, University of Sydney. In her practice Suzanne brings wealth of knowledge and experience in business and recruitment consulting to her clients.
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Are you Hiring the Right Talent?
By Suzanne Derok
In the search for talent it is increasingly important to hire the right people from the start. When it comes to hiring the right people paying too much attention to the resume without enough in-depth analysis may cost you the perfect employee.
Similarly problems arise if the interviewing process is mostly based on the candidate looking good and sounding great. For example, organisations can overlook valuable traits in candidates that are not self-evident such as certain types of latent drive and the determination to overcome obstacles. These traits can transcend both background and experience and their presence in a candidate can lead to outstanding success in the right business environment.
Hiring people with real ability and leadership skills is actually a difficult but vital task for organisations. And this search is often not helped by companies who frequently use flawed techniques to find, screen and hire leadership talent. Research suggests that focusing just on credentials and experience can be misleading because it can result in interviewers either over-estimating or under-estimating the abilities of applicants.
So how do organisations develop the expertise to hire the right talent?
There is no one proven way. For example, some organisations develop proprietary online recruitment assessment tools and resume-search software programs; some companies emphasise behavioural interviewing techniques, standardised instruments, simulations, role-playing, or assessment centres, and still others use a combination of these methods. Meanwhile, other organisations use the services of external recruiters who have developed skills and expertise in their chosen sectors to assist the recruitment process.
Catherine Fox, writer for the Australian Financial Review says that more important is to "avoid social stereotyping in HR and recruitment, and focus on what the job is about and match that to the individual rather than the other way around".
To hire people with real talent companies could spend more time in understanding what the candidate values, what they are really looking for in a new job. Then understand how this fits with what they can do for the organisation and how they match with the team. Perhaps less time could be spent focusing on resumes and more time on seeing the real candidate.
(c) Suzanne Derok
Executive Talent Consulting
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Can Hiring Managers Benefit from Recruitment Strategies?
Consider the following questions of hiring managers about job briefs:
What are the specific skills required for the role?
What are the goals they want to achieve with the position?
What is something unique about the role that would present a compelling case for top talent?
Will more time that hiring managers and recruiters invest together crafting a job description result in better quality hires?
Evidence shows that when recruiters involve themselves in the front end of a recruitment position hire, the greater the success to hire the right person. Being proactive and engaging in fact seeking conversations is a pre-requisite to forming a relationship partnership that works.
Why is it important to Invest in a Good Job Description?
Too often not enough attention to detail results in poor hires. By defining the behaviours of the valued people within the company defines a cultural fit which provides criteria to isolate the one or two most critical 'must haves' as compared with the 'nice to have'. Understanding the particular skill sets required, trait and education level underpins a good job description to ensure a more serviceable profile.
Educating Your Hiring Managers
In recent years organisations have changed dramatically but many hiring managers are still somewhat oblivious to the fact that recruiting has changed from a transactional function into a recruitment business model. This means hiring managers need to be aware of how company objectives and business goals impact on hiring decisions. This is where working as a team with the hiring manager and the professional recruiter's considerable knowledge and experience brings 'value-add' to the recruitment process and results in a more successful hire of top talent thus avoiding many pitfalls and minimising risks of a bad hire. Ultimately this translates into saving time, money and improvement in the company performance and achievement of business goals.
Never under-estimate the power of a smart recruitment process.
(c) Suzanne Derok
Executive Talent (02) 9214.0010 or Click here
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