How to Be a Recruiter and Attract Top Talent
There are many different perspectives that inform a human resources department’s policies and decisions. A number of considerations, from legal issues to budget constraints, can have an impact on every interaction a human resource manager oversees.
One of these interactions occurs during the hiring process, when either independent or internal recruiting teams work to locate qualified job candidates and screen them for potential employment. This process is often informed by the hiring manager, who typically creates a job description and passes it to the recruitment team to help guide their search. Depending on the size of the organization, talent acquisition might be the task of a dedicated team, or it might fall to an existing department of HR personnel.
Sometimes, however, this process gets derailed by certain factors within the organization. In fact, hiring managers and recruiters might find themselves running into regular roadblocks trying to work together effectively. According to a recent survey conducted by iCIMS, a major recruiting software developer, disconnects between hiring managers and recruiting teams can result in major issues. 77% of hiring managers responded that they felt their recruiter’s process is “inadequate”, while 51% of recruiters say that hiring managers need to do a better job of communicating what they’re looking for in a candidate.
While recruiters and managers are both accountable for optimizing their processes, there are a few things that an HR professional can do to ensure that the entire organization is happy with the talent they discover. Whether you’re an independent recruiter or working within an organization, here are some of the typical problem areas that, if addressed, can make for a more streamlined, effective hiring process. When considering how to be an effective recruiter, it can be helpful to keep the following common issues in mind.
Lines of communication between the hiring manager and recruiters should always be open. According to the iCIMS survey referenced above, 79% of companies that reported “positive” relationships between recruiting and management make it a priority to meet before the process begins to discuss the position. This helps clarify the qualifications necessary for the position, and also allows hiring managers to establish any other expectations directly. It also makes creating an effective job description a much simpler process for both parties, as any questions the recruiter might have will (hopefully) be answered.
It’s helpful, as well, to maintain communication throughout the hiring process. If any questions have come up as a result of interviews or candidate inquiries, recruiters should feel comfortable approaching hiring managers for further clarification. Otherwise, the screening process may not reflect exactly what management’s looking for in a candidate.
Ineffective Screening Processes
Recruiters are often tasked with creating a screening process that suits the position at hand. Unfortunately, organizational rifts often result in these processes being either undereducated or not in line with what management’s seeking in candidates. 80% of the recruiters, according to the iCIMS survey, feel they have a “high” to “very high” understanding of the positions they try to fill. However, seeing as 61% of hiring managers responded that recruiters have, at best, a “low” to “moderate” grasp of what the position entails, the feeling is far from mutual.
This comes back to communication, again. It falls on both parties to make sure expectations are clear from the on-set. However, the recruiter, being responsible for the hiring and interview process itself, can make significant strides to solve this problem.
While it may be possible to use a procedural, one-size-fits-all screening process to fill certain vacancies, others will require more specialized qualifications, or a certain skill that candidates need to demonstrate like writing ability or programming skill. Every position is unique, with a different set of expectations for potential candidates. The hiring manager will be far more frustrated after months of no viable candidates than they will be to spend an hour or two carefully explaining the position and what they expect to see from them. Working to build a process that suits each position and effectively gathers all necessary materials can help ensure that the candidates sent to a manager’s desk fit the bill.
Lack of Adaptability
The hiring process begins with attracting qualified candidates, which necessitates creating a job description that accurately reflects the duties required and entices those who might be interested. Sometimes, the first release of a job description doesn’t garner any interest, or results in applicants that don’t meet the requirements of the position. To address this, recruiters can (and should) analyze their postings with the help of hiring managers to target more qualified candidates, or highlight the advantages of working with their organization.
Once again, this requires communication. 63% of companies that reported a positive recruiter to management relationship said that they collaborate to find the best ways to target candidates for each unique position, including keyword usage, social media promotion, and other techniques. 55% responded that recruiters and managers review resumes together in their organization, and continuously refine the criteria for the position. This sort of active, flexible, communicative approach can make a world of difference in the effectiveness of a recruiter’s efforts.
Are you interested in building your practical skills in human resources, including expertise in recruitment leadership? Learn more about the online Master of Human Resource Management offered by Saint Francis University.