Newsletter: April 2003

Hiring Versus Recruiting

For now, the pendulum has swung back in favor of the employer, we've noticed an attitude shift in employers recruiting methods that could be harmful as things swing back into balance as the economy improves. That super attitude prevails when many are seeking a job, ANY job, and the employer has the pick of dozens of candidates.

During these times the staffing professional should still ALWAYS remember that they should be trying to recruit every candidate NOT hire any candidate. The difference while subtle is substantial in perception.

Hiring: Anyone can hire anybody that is out of work or actively seeking employment. There isn't much thought process needed by either party. The employer needs a skill, the candidate that has those skills needs the job, and the process is complete. Does it work? Most of the time. Does it serve the long term solution? Most often not. (more)

Versus

Recruiting: Recruiting is a skill. To get a person who is gainfully employed, and not looking to consider joining your company, they have to be recruited. They are not looking for work, so the impetuous is on you, the employer, to show the candidate why they should disrupt their lives to interview with you and moreover, join your company. They need to be shown a better career path, promotion, lifestyle, education, money, or any and all of the above to make that decision to leave their current situation. You have to win their trust and in some cases their spouse's/familiy's trust as well, especially if relocation is involved.

Key points to remember when recruiting:

1. SELL YOUR COMPANY FIRST. Don't immediately begin grilling the candidate on past experience and skillsets. They're not looking for a job, you're looking to fill one.
2. SELL THE JOB AND THE OPPORTUNITY. Give the candidate a reason to consider the opportunity you're presenting. Tell them the story behind your product line, how it evolved and how the goals were achived along the way.
3. FIND THE CANDIDATE's HOT BUTTONS. Find out how they think, what they want, how will they make their decision, who will help them make their decision.
4. NEVER FORGET THE SPOUSE. While your candidate is the one taking the job, their family plays a vital role. Find out what is important to them. In addition, find out if the spouse works, you may need to help them network for new employment if relocation is involved in this job.
5. DON'T AVOID THE HARD QUESTIONS. Some people are afraid to ask questions because they're afraid of the answers. This will only bite you when you ultimately have to close the candidate. Especially questions about why the candidate would not work for your Company.
6. TREAT EVERY CANDIDATE LIKE THEY'RE THE FINALIST. Every question should ultimately be about gathering the information you will need to close them if they are the chosen candidate. ALWAYS treat the candidates with respect and consideration. This will help your reputation in the job market and will garner you the best overall return.

In addition, simple things like being on time for in person interviews, greeting the candidate in the lobby, offering them something to drink during the interview and walking them out after the interview can go a long way in improving your overall retention rate and it will be remembered by candidates. A little good will and courtesy goes a long way.

Copyright © 2003, HTC Research Corp., Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed without prior written authorization.

Information

If you would like additional information on the services HTC Research provides, please contact us at info@htcresearch.com