Recruiting: How can the problem be fixed? Part 2 – #60
Who Can Do Something to Correct the Problem?
Management at all functional levels (department, division, CEO, Chairman of the Board.
What Can They Do?
Make sure the HR department gets the leader that will create an HR role that meets and exceeds todays and tomorrows requirements on staffing with individuals and technology to ensure consistent growth of employees and profits. Review all present employees and make the appropriate changes as required.
Create a personnel data-base that lists key information on every employee and serves as a career-ladder and key internal communications device. Data Base should pull up a list of developable candidates for promotion or just listing a need for information. The VP of R&D, at Illinois Tool Works (520 separate divisions) held an Open House for his fellow members on the Board of Advisors at Northwestern University. Since I was a member of the Board, I was amazed that I could push one button and generate a list of qualified promotable candidates all over the world. A person from the Engineering department had exhausted U.S. suppliers of a rare mineral – he put out the message and received an answer from one division in Asia that they could source the material but needed more specific data. All this interchange of key data took place within minutes, and should serve as a key recruiting tool and a must capability for all HR departments.
Track data on existing as well as new employees in all key areas of employment and keep it updated through the appointment of an accountable and recognized person in the organization to manage the function. Require each manager to attend as many classes as possible that involve the sharing of key ideas applicable to management, development, mentoring, transparency and the ability to LEVEL during reviews to ensure that the employee hears what they should be hearing to create a mutually trustful environment.
A FORM FOR LEVELING IS AVAILABLE AT A COST OF $4.99 WHICH WILL INSTRUCT THE MANAGER AS WELL AS THE EMPLOYEE, “HOW TO LEVEL” – SAY IT LIKE IT IS – IN A MANNER THAT WILL IMPROVE THE TRUST BETWEEN BOTH PARTIES. ORDER THE FORM IN THE SAME MANNER YOU WOULD ORDER A BOOK USING THE PAY-PAL PROCESS.
Require that all openings be posted internally. You might be pleasantly surprised to uncover the talent and capabilities that exist among your existing employees. Most enterprises don’t have any idea of this fact. Managers should be consulted before initiating this step. Managers found out in regard to retaliation or other forms of blockage should and must be terminated – one termination will end that foolish step – in any case mutual trust did not exist in the first place between Management and Employee.
Comparative pay scales are going to become the way of life between gender classes. Benefits that accrue to one gender class must be offset by some form of time-off, compensation or other form of equal value exchange. Measure the costs associated with outside hiring. Outside hires take three years to perform as well as internal hires in the same job. Current employees start looking at other jobs across a wide geography due to anger and disappointment. It disrupts the culture and burdens peers must help new hires figure out how things work.
Check for onboard activity for new employees which should be part of the offer package and under the oversight of HR – too many companies have no onboarding priorities or planned activity schedules. The lack of proper onboarding is tied to hiring outsiders who are expected to be experienced and competent to start work immediately little attention is paid to the fact that all new employees are to be considered as incompetent in terms of company culture, processes, rules and fellow employees. HR has to be deeply involved in the onboarding activities.
Develop rules and conduct training programs on how to effectively deal with “whistle blowers” and establish a realistic approach to handling the issue of “flight risk” and allow for intervention by management and HR ahead of the flight. Establish rules for using employer time to conduct personal business on social networks and the use of phones to do so.
Don’t post “phantom jobs” – your postings should reflect the need to fill an existing opening. You should not be fishing – it represents a frustrating experience for job seekers that results in getting the word out. Design jobs with realistic requirements – stop Managers from creating wish lists that would require higher salaries – worst yet – packed wish lists of requirements are transferred to applicant software that sorted resumes according to binary decisions (yes, it has key word, no it doesn’t) resulting in no candidate meeting all requirements.
Remember, research shows that only 15% of employees will not move jobs for money or career opportunity – that means that 85% of your employees are in play. Let’s clear up the meaning of the words move jobs – if applied to moving the entire family to another geographic location this could be a limiting factor due to the spouse having a higher level job, age of parents, housing costs, etc.. – if staying local is a goal, 85% of your employees can be considered in play.
How are referrals working in your business? Are you measuring this source of leads? Most firms have no idea. Is your firm paying for referrals? Usually the payout should be made after six-month of satisfactory employment to make sure the candidate’s friends are not going out of their way to help their candidate get aboard. Test candidate’s standard skills and many tests are available as stock items and being used. However, the hiring department should design a test reflecting a realistic situation that the candidate will experience in his/her daily work.
In sales, we would want the candidate to deal with a demo presenting the product in as live a role as possible. This will be an actual sales situation with as many tools as the candidate can create from the information that we provide. The level of product sale will be directly associated with the territory we’re trying to fill. The second test is to have the candidate work the territory with a hard-working quota plus producer to highlight what a typical day in the field will be like. Send candidates out with a quota+ producer – Don’t send them out with a non-quota Rep.
Downtown territories require walking, bus or subway to get around. Once the candidate experiences being on their feet all day, they might not want to go to work for you. This fact alone might sort down your candidate base to manageable number of qualified candidates. If you pass all the skill sets, we turn to interviewing that should be tied to specific matches of the job profiles developed by each department for the open territory. The number one measurement for hiring candidate is “does he/she fit with our culture?” It’s a NON-RELIABLE FACTOR, due to the fact that most businesses have no definition of what their culture is.
THANKS FOR ALLOWING US TO PRESENT HIRING PART I&II AS A SOLUTION TO THE NUMBER ONE PROBLEM FACING BUSINESSES TODAY AND INTO THE FUTURE. WE HOPE THAT YOU WILL BE ABLE TO ADOPT SOME OF THE SUGGESTED SOLUTIONS THAT WE HAVE OUTLINED.