Your Primary Tool To Find Candidates STINKS

Holding Your Nose Because Your Primary Recruiting Tactic STINKS!

 

 

The primary tool that most companies use to attract professional or management candidates is classified job advertising through posting a job description on a major job board like Career Builder or Monster.

 

This technique stinks!

 

This technique works great when you really want to attract the bottom 1/3 of the candidate pool.

 

This technique works great when you feel like wasting 2-3 months finding a candidate, and then restarting the whole process over again.

 

This technique works great when you want your next important hire to be a function of luck and hope.

 

Stop using methods that are useless, worthless, a waste of time, and yield poor results based on luck and hope.

 

Instead, we recommend diversifying your search efforts into 3 main categories to attract selective candidates. Check out our blog post defining the various categories of candidates and why “selective” candidates are the “sweet spot” to recruit for most companies. Click here to read this popular blog article on Hiring Mistake #7: Fishing in Shallow Waters.

 

 

Referrals to find great candidates

 

First, employee referrals are your most valuable tool to bring great talent to the table. Research shows these folks tend to be better performers and are a better fit within your culture.  I’d like to move beyond the concept of just leveraging employee referrals. I’d like to recommend we call it “stakeholder” referrals and look at customers, vendors, and suppliers – in addition to employees.

Step 1 is to create a Compelling Marketing Statement. Read the Chapter in our free e-book titled “How to Attract the Bottom 1/3 of the Candidate Pool” for the lesson on how to craft a Compelling Marketing Statement. The link to get a FREE digital copy of our popular and best-selling book can be found on our IMPACT Hiring Solutions home page by clicking here. Send the Compelling Marketing Statement to your employees, vendors, suppliers, and customers via email with a short message. Perhaps, you could say something like:

 

Attached is a Compelling Marketing Statement for a role we are recruiting for right now. Could you please pass this along to others in your network (former business associates, contacts, connections, neighbors, alumni) who you think would be compelled by the opportunity and able to achieve some of the success factors we’ve described.

 

The ten you sent it to send it to ten they know who send it to ten they know – and so on until two weeks it’s now in the hands of other 1,000 appropriate and targeted candidates. You’ve just leveraged the natural networks of your employees, vendors, suppliers, and customers – without randomly picking strangers off generic advertising.

Your minimum goal for using referrals should be that 50% of your hires from this point forward come from referrals.

 

 

On-Line Job Boards to find great candidates

It’s not that the job boards stink – it’s your method of using them. Posting a traditional job description is worthless. It gets lost in the clutter since 99.99% of the ads look exactly the same. Most candidates hunting on the job boards are in the “aggressive” bucket and desperate to get out of their current situation or they’ve been unemployed for a very long time. Finding a great candidate using this approach is like the proverbial “looking for a needle in a haystack”.

To top it off, a job description posted on a job board is not an advertisement. It’s a job description MASQUERADING as a job advertisement.

Have you ever read a job description and been compelled by it? It’s the most superficial, meaningless, conglomeration of bureaucratic terms and buzzwords you’ve ever come across. It’s a complete turn-off.

We call this technique of posting the job description as your ad “Drill Instructor Advertising”. It reads like a drill instructor at army basic training screaming at you on the first day when you step off the bus. We DON’T want you if you DON’T have 3 of these, 4 of that, 2 of those! It’s negative, demeaning, and degrading to read these. Here’s the basic problem with allowing your job description to MASQUERADE for your ad: Top talent DOES NOT give a darn what you want as an employer – they don’t care! They want to know WIIFM. What will I learn in this role, what impact will I have, and what will I become for having been in this role for a period of time.

Remember, early in this article I mentioned that the most common technique of posting the job description brought the bottom 1/3 of the candidate pool. It’s even worse than that if that’s even possible. Top caliber candidates are so turned-off by the traditional job description MASQUERADING as your advertisement, that they take their hand and pull it down. You never get to see these candidates in your ad response since they self-select out after reading the first sentence. They are disgusted, repelled, irritated, and feel like screaming when they see jobs posted using job descriptions.

So, even though I am not a huge proponent of job boards to find and attract great talent, you should still use them because they are so cheap and the exposure to your potential universe of candidates is so large. However, instead of posting the traditional job description as a weak MASQUERADE for your ad, instead post the Compelling Marketing Statement. We’ve got some samples in our book and on our website under the FREE Resources tab.

 

Networking Through ONE Degree of Separation

You’ve heard the old adage that we’re all connected to Kevin Bacon through 6 levels, or you can reach anyone on the planet through 6 phone calls.

B.S. – If I had to go through six individuals to get one referral, I’d retired before the job got filled.

I would like to recommend a tactic of “ONE DEGREE” of Separation.

Let’s say Bob is the candidate we would like to recruit. Where does Bob hang out with others just like him?

  • Alumni Groups
  • Trade Association Dinner Meetings
  • Continuing Education Programs
  • Seminars and Workshops
  • Online Discussion Groups and Forums
  • LinkedIn Groups

Now we reach into each group and connect with Bob who is not the perfect candidate. However, Bob refers us to through one degree of separation to the person on his right or his left. I’ve found this technique of using ONE DEGREE OF SEPARATION – both on-line and off-line to be one of the most powerful sources of great candidates. In over 25 years of executive search and over 1000 search assignments, I’ve probably placed over 90 percent of the candidates through using ONE DEGREE OF SEPARATION.

If would like a quick 15 minute phone review of how to use ONE DEGREE OF SEPARATION in finding your next hire, shoot me a note through LinkedIn that you would like to take advantage of our “I could have had a V-8 to find better talent review”, and we’ll set up a quick 15 minute call where I’ll show you 3-4 ideas you’ve probably not thought of yet to find that ideal candidate.

Barry Deutsch

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Most Company’s Hiring Process Is Not A Process

We find that this occurs because the hiring process really isn't a process in many companies. Many hiring processes tend to be random and with incompetent, untrained people. This is not a knock on the people, it is just a fact. So why do companies expect hiring to be accurate and to attract top talent with a random or unstructured  process?

I know this sounds so obvious. Come on, who in their right mind would expect any business process to be reliable if it  produced expected results only 56% of the time.  A company wouldn't allow it. They would fix the process or shut it down. Would any company have incompetent or untrained people processing incoming checks with unstructured procedures? Lose just one check and everything stops, procedures and controls are assessed, people are retrained or fired, and the CFO personally oversees that it never happens again.

This is true with most processes except hiring. Most companies accept a high failure rate. Why any company accepts this is beyond me when this can be improved with some relatively easy fixes.

The fact is that most hiring managers have little or no training on interviewing and hiring. Many only do it once or twice a year. So even if they have some training, by the time they hire someone they have forgotten most of the training. There are no college level courses focused on hiring. Most people learn on-the-job. One day they are an individual contributor and the next day they are promoted to a manager and told to hire their replacement. So how did this person become competent at hiring overnight?

This new hiring manager is going to hire the way they were hired. This new manager will follow the same methodology whether it is good or bad. Where do you think this person will get the interviewing questions  to ask the candidates? Generally, from the people who hired them. And where do you think the person who hired them got their interviewing questions? And so on, until we finally hit Moses.  Many hiring processes have not really changed with the times. We call this “tribal hiring.”  It is just passed down from generation to generation.

The fact is that this new hiring manager is not prepared for hiring.  Another fact is that people often assume that because someone has hired a lot of people, that  makes them good at hiring even though no one has validated the performance of those hires.

For any process to work it has to repeatable, be structured, have competent people, and have some measurement of accountability so when things go wrong (and they always will) one can identify the problem and fix it. In my thirty years as a recruiter and 15 years helping companies implement a structured process I have yet to find a company that does this.

In fact, I have seen only a few companies that include hiring top talent as part of their performance management system. Why not hold managers accountable for poor hires the same way companies do for other poor performance? At least this would begin to establish a process where a company can identify those  managers that need training, so they can become better at  hiring.

There are at least five distinct steps to an effective hiring process. These steps have to be repeatable,  with competent people and accountability to correct and improve the process. For many companies this falls to HR. However, since the vast majority of companies don't have an HR department, then it has to fall where everything else in an organization should fall, with the CEO.

The five critical steps are:

  1. A job description that  defines the expected standards of top performance for the position. Not the standard job description that defines a person's background and lists the basic duties, tasks and responsibilities. The candidate should already know all of these. Maybe companies should ask the candidate to prepare a job description just to see if the candidate knows the job.
  2. A sophisticated sourcing plan that will attract top performers that are not actively looking for a position, but are open to a compelling opportunity.
  3. Probing interviews with competent people doing the interviewing that tests the candidate's ability to the job BEFORE you hire them. This means that the candidate must be able to explain exactly how they will deliver the performances standards defined in the job. They must detail how they will do these in your company, with your resources, within your culture and your budget, with your management style, with your customers, and with all of the the things that make your company different.
  4. There must be proper feedback or discussion of the candidate's ability to do the job  immediately after the candidate interviews. Not two days later standing in a Starbucks line while  you wait for your coffee. Not just asking the question, “What did you think of the candidate?”
  5. There must other tests, presentations,  and assessments to validate that what the candidates said they did, they actually did do and did it at the level and with the results they claimed.

These five steps are absolutely critical in every effective hiring process. Just having them isn't enough. There must be some metric that determines if the process is working and where improvement needs to occur.

Join the other 10,000 CEOs, key executives and HR professionals and download a FREE copy of our best-selling book, You’re NOT The Person I Hired. Just CLICK HERE  and under the FREE Hiring Resources section you can download our free eBook.

Retaining your best talent is always the best thing any company can do. Download our FREE Non-Monetary Rewards and Recognitions Matrix. It will help you retain your best people without additional compensation. CLICK HERE to download under the Free Resources section.

I welcome your thoughts and comments.

Brad

 

Four Things Companies Do To Shoot Themselves In The Foot When Hiring – Part 1

I recently asked over one hundred CEOs and their key executives, “Is hiring top talent critical to the success of your organization?” Not surprising everyone replied “Yes.” Not simply important, but critical. So then I asked,”If it is critical, then how many of you spend time each month focusing on hiring, excluding when you are actively looking to fill a position?” Not surprising, only three people raised their hand.

WOW, something that is critical to the success of the organization, gets virtually zero time unless there is a current need. Is that the way most critical issues are handled in your company? No strategic planning. No thought or action discussed or taken until the problem arises? Only once the problem arises is it dealt with it. Until then it is that famous management strategy, “Out of sight, out of mind?” or “We will cross that bridge when we get there.”

I believe this management style only happens with hiring. Most other critical issues are regularly discussed, on-going programs such as, cost reductions, product development, increasing sales or market share, customer service, improving operational efficiencies are all constantly discussed and often major components of the company's strategic plan. In fact, I have seen many strategic plans that all have great plans for growth. Yet few ever include a strategy for hiring the people needed to execute the plan as the company grows. Strategic hiring is rarely part of a strategic plan.

I believe companies that truly want to hire top talent and do it on a consistent basis must avoid these four major land mines when hiring:

1) Untrained Managers – Hands down the number one reason hiring fails. This is the biggest problem with hiring in most companies. Few managers are actually properly trained on how to hire. Most managers have never even attended one course or read a book on hiring. For the few that have had training, it is usually limited to interviewing training. Granted this is better than nothing, but interviewing is only one step in an effective hiring process. If you aren't finding qualified candidates, all interviewing training will do is validate they aren't qualified. If the job isn't properly defined then where you look for candidates may not be the right place, resulting in unqualified candidates.

The fact is the vast majority of managers use the “Tribal Hiring Training” program. Too often a person learns to hire from the person that hired them. And the person that hired them learned from the person that hired then, and so it goes all the way back to Moses. All this really does is perpetuate hiring mistakes from one generation to another. It doesn't resolve the problem.

If companies are serious about improving hiring, step one is to develop an effective hiring process and then training their managers in all aspects of the process.

2) Poorly Defined Job – This mistake results in the search going sideways before it even starts. Traditional job descriptions for the most part aren't job descriptions at all. Most describe a person. Does this read like your job descriptions; Minimum 5 years experience, minimum BA degree, then a list of minimum skills/knowledge and certifications, and let's not forget the endless list of behaviors the candidate must have, team player, high energy, self-starter, strategic thinker, good communicator, BLAH BLAH BLAH. Of course there is also the list of the basic duties, tasks and responsibilities. These are really important, but as a person with 5 years of experience, who doesn't know these already? This traditional job description defines a minimally qualified person, not the job. So before the search starts it is all about finding the least qualified person. Any wonder why the least qualified person shows up at your door?

Instead of defining the least qualified person, start by defining superior performance in the role or the results expected to be achieved once the person is on board. For example, Improve customer service feedback scores from X to Y. Reduce turnover from X% to Y% within the next twelve months. Implement a sales forecasting process that includes a rolling six month forecast that is accurate within X% of actual sales. Now this is the real job. It defines expectations, not some vague terms or minimum requirements. For every job there are usually at least four of these results required. The job is being defined by performance. In order for the person to be able to achieve these results they must have the right experience. Maybe it is five years, maybe three or maybe ten, it doesn't matter. If they can do these it is enough. Now go find a person that can explain how they will deliver these once on board and you have the right person.

3) Finding candidates – See part 2

4) Disrespecting the Candidates – See part 2

Join the other 10,000 CEOs, key executives and HR professionals and download a FREE copy of our best-selling book, “You’re NOT The Person I Hired.”  Just CLICK HERE  and under the FREE Hiring Resources section you can download our free eBook.

Retaining your best talent is always the best thing any company can do. Download our FREE  Non-Monetary Rewards and Recognitions Matrix. It will help you retain your best people without additional compensation. CLICK HERE to download under the Free Resources section.

I welcome your thoughts and comments.

Brad

 

Hiring Mistake #1 – Inadequate Job Descriptions – Audio Program

We thought you might like the audio version of our Hiring Mistakes Series. This particular audio program is titled “Hiring Mistake #1 – Inadequate Job Descriptions“. The audio file is approximately 6 minutes in length and can also be downloaded through our iTunes listing of “IMPACT Hiring Solutions”.

This mistake is made more often than any other error in attempting to hire great employees. It is the primary cause of hiring failure that occurs over 50% of the time at executive and managerial levels. We've also created a video version of this hiring mistake which you can find by clicking here.

If you prefer to read about this common hiring mistake in a blog post, please click here.

If you've not yet taken our Hiring Assessment, click here to download this simple tool to discover if your organization is capable of hiring top talent and great employees.

Barry Deutsch

 

 

 

4 Ways To Counter a Counter Offer

Counter offers should be expected, as nobody wants to lose their best people.  It is a lot easier to make a counter offer than to try to find a new person. Especially one that is top talent.

In some strange way a counter offer is a good thing. It signals that the candidate’s current company values them and they don’t want them to go. The hidden assumption in this is that the person is top talent. That is a good thing. The bad news is, now what? How should the new company handle the counter offer? Should they offer more money? Match the counter offer? Walk away and start the hiring process all over again? Negotiate with the candidate? There are lots of options, none of which are all that great.

Here are 4 ideas on how to avoid the counter offer.

1) The best way to handle a counter is by avoiding the candidate receiving a counter offer. It has been my experience that few companies ever discuss the potential counter offer with the candidate. It just never comes up. This is a mistake. The hiring manager should begin discussing the potential of a counter offer as soon as there is genuine interest in the candidate. This may be at the end of the first interview.

I have never yet heard a hiring manager say to a candidate, “We want to proceed with you and would like to bring you back to meet more people. I want to respect their time and yours. If we proceed, I’m curious as to how you will deal with a counter offer should your current company make one?”

This is important because now you are starting to tie the person down. Few candidates even think about the counter offer. By asking this question you are beginning the process of getting the candidate to commit to you. They are starting to put their word on the line.

After every interview you should continue to tie the candidate down by adding more ropes. Continue to bring up the potential of a counter offer. Before the offer is made, the hiring manager should once again ask the question, “We are going to proceed to the offer, however, before I do that I would like to understand more about how you will deal with a counter offer should it happen?” Follow up with, “ We only hire top talent. I view you as that and I know if you were on my staff, I would be concerned if you left. What will you say to the CEO when called into their office to discuss what it will take to keep you? What will your comments be?”

Once the offer is made you can add one more tie. “I want to make sure you don’t burn any bridges when you leave your company. What are you going to say to your boss when you give notice?”  What you are looking for is if the candidate left the the door open to a counter or are they telling their boss thanks for the time together, but my mind is made up; I’ve given my word and I’m completely committed to this new opportunity.

This may sound like overkill but it sure beats having to deal with all the issues if a counter offer happens.

2) Never get into a compensation war. You won’t win. If the candidate accepts more money now, they will never be satisfied. They are opportunistic and will leave you at the first opportunity they get  for more money or they will hold you hostage by constantly asking for more money.

We always recommend making your best offer and leave it at that. Let the candidate know you are making your best and only offer. Remove the chance of getting into a wage war. We have rarely seen them work out successfully.

3) Too often companies make an offer and that is the last contact with the candidate until they walk in the door two or three weeks later. This a a major mistake. Did you pick up on the word “major?”

For the next three weeks whatever energy, excitement, enthusiasm, and bonding that built up during the interviewing process begins to wane. The current company has all this time to express their love for the candidate, how much they appreciated their work, how much they will miss this person, and on and on.

You have to be in the game.  After the candidate gives notice you should contact them. Ask how it went and probe how they feel now that they gave notice? How did their boss respond to the news? The biggest thing to know, have they made the announcement to their team and the company? If they haven’t, or their boss asked them to wait until next week before announcing it to the staff, get ready, a counter is imminent.

The notice period is your opportunity to begin the candidate’s mind transition to your company. Meet with them, give them some work to start, invite them to staff or company meetings, include them in emails, and begin the process of putting them in their new job.

4) Understand exactly why the person wants to leave their current role.The real reason is rarely the first reason they give. Don’t accept the first canned answer. Probe to understand what is motivating this person to seek a new position. This is key if a counter offer happens.

Rarely will they tell you money. Usually it deals with some other reason, they are not happy in their current role, they lack career growth, the position isn’t challenging, their boss isn’t allowing them to take on new projects, or they have reached their limitations in the current company. Does your position address these issues? If it does, this is ammunition to use if a counter offer happens. You can now remind the candidate why they told you they are leaving. Since it wasn’t about money, how will a counter offer address their issue?

Since you asked the candidate in the interview why they want to leave their current employer and they gave you a bunch of stuff about career growth, and said that money wasn't the reason for leaving and then they accepted a counter offer based on money, chances are they lied to you.

Now you can respond, “We made you what we think is a good offer and our best offer. You indicated you weren’t leaving due to money and now it appears that isn’t the case. Our culture is built around high integrity, trust and values. It would be a good thing for you to accept the counter offer, as you probably wouldn’t fit in our culture.”

Even if you do everything perfectly, the candidate may fall prey to the counter offer. You are dealing with people and nothing is100%. All you can do is work to avoid the counter offer before it happens. Most of the time you will win, but not always.

You can explore our audio library, download free examples of compelling marketing statements, download a summary of our research project that identifies the biggest hiring mistakes, and get our culture assessment tool by clicking the links. All of these are free.

I welcome your thoughts and comments. Please forward this to your contacts on Facebook, LinkedIn, or anyone you think would benefit from this article.

Brad Remillard