10 recruiting mistakes you should avoid
Post on 14-Apr-2017
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10 Recruiting Mistakes You Should Avoid
An Assortment of Snafus from Top Talent Leaders - and Lessons Learned
Ever made a recruiting decision you regretted?
You’re not alone.
Even the most experienced recruiters have watched candidates withdraw, forgotten to prep their interview team, or made the wrong hiring decision.
We asked 10 talent leaders to reveal their biggest recruiting mistakes to us.
In the following slides, we share their missteps along with the powerful lessons they learned.
Photo credit: http://bit.ly/1WeQWae
Forcing a bad fit.1.
Mistake “I worked with one
candidate we knew wasn’t a culture fit. I recommended we not hire the person, but
we did. They ended up leaving after six months, leaving the project in a shambles, and it was a detriment to morale.”
Chris ShawDirector of Talent, Meteor
Learning “Never force a bad fit, even if you can. They WILL fail, and it’s a matter of when, not if. You end up losing customers or the faith of hiring managers over it.”
Celebrating the wins and overlooking the losses.
2.
Mistake “Only celebrating or
recognizing the team when we hire someone.”
Betty TsanHead of Talent, Coursera
Learning “Recruiting is a journey. If we focus
just on the wins, we lose sight of how much effort our sourcer has put in to compel passive candidates to talk to us, or how many times our recruiter had to pick hiring managers off the
ground, dust them off from the heartbreak of a declined offer to
start again, before we find The One. Recognize the efforts, console the losses, be resilient, and then also
celebrate the wins.”
Not anticipating a counter-offer from the candidate’s current company.
3.
Mistake “A couple times, I didn’t ask
about the counter-offer. When offering a position to
your candidate, the excitement can cloud your
vision- taking you back from the actual process and
diligence of the offer stage.”
Sabrina OldhamHead of Recruiting, Tune
Learning “It's important to help the candidate
think through that counter-offer, preparing them for how that
conversation will sound. Directly asking them about it can only help
the situation on both ends. I've learned to always have an open
conversation throughout the entire process and be the best coach
possible through the offer stage.”
Dragging out the hiring process.
4.
Mistake “Designing a long, complex interview process to hit every dimension of our
evaluation criteria, only to realize too late that no candidate ever made
it to the end. This led to making concessions after letting the broken
process go on for too long, which ultimately led to weaker hiring
decisions and a smaller candidate pool to choose from.”
Anik Das
Director of Talent, LevelUp
Learning “‘Fail fast,’ and change your process
as soon as you realize it is not working. As an example, if your
target hire date is 8 weeks out, and your aggregate interview process
takes 5+ weeks, it is too long. Decide in 2 weeks if your interview process is working or failing, and iterate for the remainder of the
time.”
Stopping at the signed offer.
5.
Mistake
“Assuming the recruiting process is over once a candidate has signed
the offer letter. In reality, the recruiting process is not over until
your candidate has actually started his or her new position. In the past, I have had candidates renege on an accepted offer because I did not
maintain the relationship after the offer acceptance.”
Tenzing BhutiaRecruiting Manager, Quora
Learning “I learned that it is equally important
to maintain a trusting relationship with your candidate after the offer acceptance, as it is to build that relationship in the initial stage of recruiting. The core component of recruiting is the ability to build and maintain relationships with people, and this principle has to be applied and practiced at every stage of the
recruiting life cycle.”
Allowing interviewers to ask identical questions.
6.
Mistake “An engineer came in for an onsite, and his scores were great! Looking at feedback to move the candidate to reference checks, I realized every interviewer asked the candidate the
same question from our question bank. The candidate never said a
thing and I was mortified.”
Alex Lebovic
Director of Recruiting, GrandRounds
Learning “Make a plan, and make sure you're creating areas of specialization with corresponding questions. Oh and,
communicate that to your interview team. No one is a mind reader. At Grand Rounds, we now do a pre-onsite email to the panel to make sure we're all on the same page.”
Hiring the most tenured over the most talented.
7.
Mistake “I once passed over a young pro who
was awesome but he was under another who had “put in” more time and performed decently. The young person took off to our competition and within a very short period of
time reached levels we would have died to have.”
Tim Sackett
President, HRU Technical Resources
Learning “Tenure and loyalty to an
organization is important, but never pass up noticeably better talent
when you’re promoting. Rewarding tenure and loyalty over better talent just lets your best talent, with less
tenure, know they should start looking to go someplace else. If all
things are equal, go ahead and reward tenure. If someone simply has more top-end potential, you
need to give serious attention to the decision you’re about to make!”
Losing touch with a candidate.
8.
Mistake “Not setting up another
touch point with a candidate that was deep in the
interview process. We wound up losing the candidate after
he went dark.”
Amanda Bell
Director of Recruiting, Lever
Learning “As a recruiter, it’s so important to
own the process and set up frequent check-ins. By connecting regularly
with your candidate, you are guiding the process and can then pivot as
necessary, but you need to have the important information first—are they
interviewing elsewhere? Do they have concerns about the company or role? Make sure each communication ends with setting up the next one.”
Ending the interview process unexpectedly.
9.
Mistake “We ended an interview early because it wasn’t
going in the right direction. In hindsight, it may not have been completely clear to the
candidate that this was a potential outcome. The individual rightfully got
upset, even argumentative.”
Andrea GarveyHead of Recruiting, Intrepid
Learning “We've changed our prep materials to make it clear that interviews are subject to change or end ahead of
schedule for any number of reasons - a change in schedule or availability of interviewers, when it's clear it's not a match, etc. It's an extremely
rare occurrence which happens maybe once a year, but expectations are set ahead of time in 100 percent
of cases now.”
Giving the hiring manager the driver’s seat.
10.
Mistake “When I started working
internally with hiring managers, I was a glorified
order taker. I would beat myself up and try to find the
impossible profile. I was a ‘yes’ man to my hiring manager, but it wasn’t
improving the process.”
Stacy ZaparFounder and CEO, Tenfold
Learning “Over time, I learned to ask
questions, to really push back and have those tough conversations so
that I could be a true business partner in the process. By making it
a partnership, you can add much more value. You should consistently
hold weekly hiring manager meetings and challenge them to
show up with feedback and insights. In return, commit to arriving at the
meeting with six or seven resumes.”
The only crime in making a mistake? Not learning from it.To avoid... ...check out this resource
1. Forcing a bad fit Train your interviewers
2. Celebrating wins, overlooking losses Recognize your recruiting team
3. Losing to the counter-offer Act quickly after the counter-offer
4. Dragging out the hiring process Optimize your recruiting workflow
5. Stopping at the signed offer Welcome new hires the right way
6. Letting your team ask the same questions
Use Lever’s interview kits
7. Hiring most tenured over most talented Retain top talent
8. Losing touch with a candidate Take advantage of Lever Nurture
9. Ending the interview process unexpectedly
Communicate throughout the hiring process
10. Giving hiring managers the driver’s seat
Sync early with hiring managers
For more on Lever, visit www.lever.co.
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