- A vast majority of businesses run into problems when they fail to recruit and hire the right people.
- Without a strategic recruitment process in place, the company will most likely get mediocre candidates.
- This is why organizations must place a strong emphasis on the candidate experience during the recruitment process.
Organizations today are starting to realize that lousy hiring practices can have a nasty ripple effect on the company.
It will not only cost time and money for the organization, but it also has a tendency to kill morale and productivity. This is why recruiters today go through extreme lengths just to make sure that they are getting the right people on board.
President and CEO Patrick Valtin of HireBox.com noted that “The more competitive the job market becomes in this economy, the more effective a company’s hiring practices must be when selecting new personnel with the important soft skills of honesty and cooperativeness.”
“Even one bad hire can have a catastrophic impact on a company,” he added.
The Need for Strategic Recruitment
Today’s improving global economy means that companies need to improve their hiring process strategically.
A vast majority of businesses run into problems when they fail to recruit and hire the right people. Without a strategic recruitment process in place, the company will most likely get mediocre candidates.
Organizations are facing a new challenge in today’s competitive candidate-driven market – finding and attracting the best candidates for their vacancies.
Prompted by the tight labor market, employers are seeking out the best ways to connect and attract applicants. Top firms understand that to get the best candidates; they do not just need to revamp their hiring process. They also need to take a closer look at improving their employer brand and the candidate experience.
Applicants today look at the overall candidate experience as a reflection of what the company can offer. This is why it is critical for organizations to place a strong emphasis on the candidate experience during the recruitment process.
Korn Ferry, a global people and organizational advisory firm, conducted their Futurestep survey and revealed that “Three-quarters of respondents say it is unlikely they would accept a job offer if they were treated poorly during the recruiting experience, even if they felt the role was a good fit.”
A Forbes article compiled a list of recruitment practices that every organization should avoid:
Job ads written in stiff and formal language.
Make sure that the job ads for your organization’s vacancies are not written in an overly formal language that can discourage applicants from applying. Avoid writing ads that talk to applicants in the third person, such as, “The selected candidate will possess…” It sends a message to your target audience that they could not be the ideal person that your organization is looking for.
Job ads that do not indicate the salary range of the position.
Failure to indicate the salary range of the position suggests that you are just wasting both you and the candidate’s time. It sends a message to the candidate that the company is not sharing the salary range in the hopes that they might save a few bucks to their starting salary.
Applicant tracking systems that force applicants to fill out a long list of forms.
Forcing applicants to fill out endless bureaucratic forms on your company’s career portal will only discourage top candidates from applying. An applicant system with no human interaction on a slow software platform will fail to sell the job or the company to the candidate.
Email auto-responders that confirm receipt of application but share no useful information.
Email auto-responders that contain no useful information to help candidates follow up on their application will only infuriate the applicants. It signifies non-committal of the organization to a candidate and sends a message that “You may hear from us one day, but only if you’re qualified.”
Interviews that consist of scripted questions.
A company’s hiring team needs to be equipped with the right technical know-how regarding the vacancy. Similarly, they should also review the candidate’s credentials beforehand so they can as pertinent questions regarding their employment history.
Demanding an applicant’s salary details before considering them for employment.
Asking an applicant’s salary details at the start of the hiring process can be considered as a rookie mistake for the hiring team. A seasoned and competent recruiter can usually peg an applicant’s market dollar value by merely looking at their resume and talking about their job experience.
Dropping a candidate and ceasing all communication when they do not make the cut.
The hiring team needs to regularly follow up with the status of the candidate’s application. Sending out a polite thank-you note to every candidate that you considered for the vacancy will significantly improve the organization’s candidate experience.
Asking candidates to work for free before you hire them.
Whatever form of work it may be, it is impolite for an organization to pursue this kind of practice. Employers that demand free labor may be tagged as cheapskate leaders that top-notch candidates will simply avoid.
Keeping the mindset that recruitment is about weeding out all applicants until you find the perfect hire.
There is simply no such thing as the perfect candidate. Recruitment is a process of looking for a great candidate that has the ability to fit into the organization and provide business solutions with their expertise.
Cornerstone On Demand, a global talent management software, listed several steps on an effective talent acquisition strategy to avoid making these poor hiring practices:
STEP 1: Attract.
Leverage company culture and cast a wide net.
Organizations today need to stay competitive to get top-notch talent for their firm. Without a strategic approach to the hiring process, the hiring team will most likely fail to get the best talent in the industry. Here are several ways to engage with top candidates:
- Employer Branding – The more accurate an organization represents their company brand, the more they will be able to attract people who believe and understand their goals. Use a mix of videos, photos, and employee testimonials to give a glimpse of the company’s culture and reveal what it is like to work for your company.
- Easy Application Process – Make sure that you are giving your applicants a seamless candidate experience by customizing the application process based on the specific job vacancy. Every candidate wants a short and easy application process. Providing them with one will help fill up the talent pipeline with both passive and active applicants.
- Candidate Communication – Every candidate wants to feel engaged in the application process. Making them go through an “apply and wait” period will reduce their excitement for the role. Once candidates are in your talent pipeline, it is crucial to keep them engaged throughout the whole hiring process.
STEP 2: Select.
Utilize advanced tools to go beyond the resume.
Resumes will only give a small glimpse of the candidate’s employment history. It does not show a candidate’s actual performance numbers or even highlight their professional goals. Organizations need to implement a better application selection process for:
- Candidate Assessments – Recruiters should leverage on new hiring tools that will gauge how a candidate will respond to hypothetical scenarios. As a best practice, organizations need to administer realistic job assessments tests to candidates. It will give them realistic insights into challenges that they may face on the job, the duties and responsibilities for the role, and help find out if they are a good fit.
- Creating Talent Pools – An organization’s hiring team needs to develop segmented talent pools of potential new hires based on skill, job title, and other criteria. Using these talent pools will help reduce time-to-hire and help HR teams be more efficient with their time and budget.
STEP 3: Track.
Leverage innovative hiring tools to manage the interview process.
Once the hiring time has narrowed down the talent pool, they will begin to interview potential candidates. Organizations need to use efficient hiring tools that will help alleviate the headaches of costly extended vacancies and reduced organizational output. Here’s how you can get started:
- Centralize All Candidate Data – At this stage, the hiring team already spent time reviewing resumes. Leverage on efficient recruitment software that stores all candidate information in one location. This will help the recruitment team quickly access and view every candidate’s application status.
- Applicant Tracking – The hiring team needs to be equipped with the right tools to compare and review the candidate’s resume quickly. Forward-thinking organizations understand the importance of investing in a good applicant tracking app that will enable them to contact and engage with candidates easily.
STEP 4: Interview & Hire.
Make smarter candidate selections.
Managing a high volume of applicants and keeping every candidate updated with their applications can become a slow and tedious process. Leverage on innovative hiring processes that will enable your hiring team to:
- Manage Interviews Efficiently – Use efficient interview planning tools that will allow the hiring team to schedule multiple interviews, coordinate time slots easily, and plan their duration. An efficient interview tool will help candidates select the best time slots that work for them. This can help the organization save more time and resources in managing a large volume of applicants.
- Conduct Effective Background Checks – Background and reference checks are a crucial step in the hiring process that cannot be taken lightly. Organizations need to ensure that their hiring team is equipped with the right talent management solution that will help screen and verify candidate applications.
STEP 5: Onboard.
Provide stronger onboarding schemes to engage employees.
A good onboarding experience needs to get the new hires acclimated with the organization’s culture as soon as possible. The absence of a proper onboarding strategy can lead to unnecessary turnover rates that can severely drain the organization’s bottom line. Here’s how your organization can come up with an effective onboarding solution:
- Creating New Hire Portals – A key goal of onboarding is to be able to shorten a new hire’s time to productivity. By creating a new hire portal, organizations can easily manage and track document completion, such as distributing tax forms and other role-specific documents. Companies with good onboarding initiatives know that to boost productivity and retention, they need to ensure that the new hire’s first day is focused on learning about the company and not completing admin tasks.
- Manage Training and Learning – Organizations can integrate their learning management software as part of their onboarding initiatives. It can help them assign and manage job-specific training and distribute company policy documents. Employees who received a more structured onboarding process will more likely stay longer in the company and be more productive.
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Korn Ferry. (10AD 2017). Recruiters Beware: Treat Candidates Well or Lose Them as Future Employees and Customers, According to Korn Ferry Futurestep Survey. Business Wire (English). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bwh&AN=bizwire.c81374794&site=ehost-live
Martinez, M. N. (1997). How top recruiters snag new grads. HR Magazine, 42(8), 61. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=9710055406&site=ehost-live
PR Newswire. (2018, January 9). The Soaring Cost of Bad Hiring Practices, Wrong Choices and Epic Fails. PR Newswire US. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=bwh&AN=201801091737PR.NEWS.USPR.MN83491&site=ehost-live
The Five Crucial Steps of Talent Acquisition. (2019). Au.res.keymedia.com. Retrieved October 27 2019, from https://au.res.keymedia.com/files/file/HCA/The%205%20Crucial%20Steps%20of%20Talent%20Acquisition-eBook_ANZ_final.pdf
The Quest for the Perfect Fit. (2013). Inc, 35(8), 52–53. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=90666857&site=ehost-live