Recruitment consulting is more professional than it has ever been in terms of its processes, however being dependent on systems and processes can actually detract from getting the best recruitment results. A good recruitment consultant doesn't simply treat people as human capital to be used, but has an eye for ability and potential. In a society that is increasingly moving away from the personal in order to get the most out of workers, there is a growing recognition that much has been lost by this approach. Human beings are not just resources for a business, they have beliefs and values, families, personal problems and personal strengths. Employers who are willing to engage with their employees, treat them as individuals as well as a part of the team, and give and take a little, are far more able to create a productive workplace than those who are simply trying to get as much as possible out of people.
1. Understand the client’s needs.
If you are recruiting for a client, it is very important to understand what the client is looking for. This goes beyond the parameters of a job description. It is important to get to know the client. To do this, you will need to visit the premises and take a look around the organization. Pay attention to the clothes worn by the employees and the overall atmosphere of the workplace. By all means, listen and ask questions but also pay attention with your other senses. For example, a client may specify the particular qualifications they want an accountant to have but their industry and workplace may be far less formal than typical for an accountant. They may be in advertising, public relations or the music industry and have staff who go to work in jeans and t-shirts. To fill such a position, you will need to look beyond qualifications and experience to personality and style.
2. Trust your instincts.
The recruitment process has become more of a science than an art and unfortunately a lot of common sense has been lost in the process. Recruiters are often limited to ticking boxes and assigning marks to interview answers and simply giving the job to the person with the best grade. There are some real problems with this. Firstly, a lot of applicants have become very adept at manipulating this process and have learned how to ace an interview and land a job even if they know it is not really right for them. Employers go to a lot of trouble and cost to recruit employees only to find that many move on after a few months, or are actually not as capable as previously thought. A standardized recruitment process may limit bias and diminish the impact of poor recruitment skills, but it also doesn’t take full advantage of a recruiter’s insight and experience. If at all possible, go beyond your strict procedures and get the candidate talking. You will learn a lot if they open up. Find out what their personal and professional goals are and how these are likely to be achieved by obtaining the position they are applying for.
3. Where possible, test.
At the end of the day, people can say anything and references can be less than accurate. It is important to not only cite and verify required qualifications, it is also important to test skills since these can easily be lost. Knowledge of computer programs are probably the most easy skills to evaluate, however there are a number of excellent applicant testing programs that specialize in the needs of different industries. If your organization does not already use such programs in the recruitment process, perhaps you should suggest the option to your superiors.
If candidates are nervous, it can be hard to gauge their suitability. It is all too easy to just cross them off the list and move on to the next person. However, you may well miss out on a fantastic employee if you do this. It is therefore important for a recruitment consultant to be personable and have the ability to create rapport with an applicant. Offer a hot drink or water before beginning and give the person time to relax. Start out with small talk and have a little chat before getting into the nitty gritty of the interview.
5. Do not schedule one interview immediately after another.
During the interview it can be off putting if you write non stop in front of an applicant. By all means jot quick notes and tick boxes, but leave long descriptions and comments for after the candidate leaves. Allow at least ten minutes between interviews to write down comprehensive notes on the interview, including memory-joggers which you will need when it comes to comparing candidates. If you don’t allow this time, one interview will run into another and you will only have your standardized interview sheet as a guide.
If you implement these strategies as a recruiter, you will be well placed to meet client expectations. You will also build a solid reputation with candidates. Remember, how a candidate is treated will influence their willingness to be employed through your organization in the future. A successful recruitment business does not only depend on your relationship with employers, it will also be influenced by how you treat your candidates. By paying attention to the real, underlying needs of both employer and applicant, as well as those that are stated, a recruitment consultant will be able to build trust, credibility and a solid reputation with both.
