special feature people and recruitment
Achieving a Win-Win in recruitment !
Sean Toms, Director of Robinson Toms Recruitment, answers the questions. Why do some candidates take much longer than others to secure employment, and Why do some employers firstly not attract and then often fail to secure the very best candidates?
The candidate side
If you are a candidate, you may feel the job market has never been more competitive nor employers more risk averse. Here is how you can gain an advantage and stand out. Firstly, make sure your CV truly sells your value to a recruiter,
firstly, and through us to a potential employer. Whatever your function or level of seniority you must include your achievements against your targets. You should also be able to demonstrate how you have added value, over and above your core job function. Why? Because this demonstrates you are a high achieving team player who seeks extra responsibility, and can be promoted. Before interview, prepare properly and for as long as it takes learn about the company you are interviewing with. There is no excuse for poor preparation, the old adage “fail to plan” = “plan to fail” has never been more true than for an interview. If you are attending an interview arranged via ourselves, the breadth and depth of the pre interview briefing you receive will be unlike any other you have received, so we are regularly told, but no recruiter can do the job for you at the interview. Do your research on understanding body language and micro expressions to be able to read non verbal signals from
CHECKLIST
1. Ensure head count approvals to hire are in place and that these are maintained.
2. Ensure that job descriptions are accurate and written for the actual role being recruited.
3. Shorten the time it takes managers to receive and review CV’s by allowing them to receive CV’s direct from recruiters but copied to HR.
4. Allow your managers to accurately and directly brief recruiters.
5. Let managers provide first hand feedback on interviews to recruiters.
6. Ensure this all happens in a timely manner, agree service levels with managers.
7. Avoid long selection processes. 8. Keep short lists short.
9. Ensure that hiring managers keep diary space open for interviews. 10. Don’t cancel or change interviews at short notice.
11. Be decisive, limit selection to three interviews as a maximum, strive to reduce this to two.
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12. Empower managers to make decisions without the need to get the approval of a board Directors or Senior Manager unless hiring at that level.
13. If testing is part of a selection process then do not let these delays things, get the results back to hiring managers and HR quickly and be willing to share tests results with candidates you reject at the end of a process.
14. Get offers of employment out very quickly ideally within 24 hours, recognise that delays erode candidates interest make you look bureaucratic and give your competition the opportunity to close out ahead of you.
15. Be willing to be flexible on your contract of employment especially at senior level.
16. Take a commercial look at your contract of employment does it really look and feel fair , does it reflect what you really need today or was it written by external lawyers years ago without any view to how saleable it might be ?
17. Include a time out date in your offer. eg. acceptance within 10 days at a maximum , don’t allow your offer to be easily used as a lever to extract a better offer elsewhere.
www.leasingworld.co.uk ■ March 2011
interviewers. Learn about: 1. How to maintain the appropriate level of control of an interview. 2. How to use open and closed questions. 3. How to summarize your agreed value to an employer throughout an interview
4. How to establish the decision making process. 5. How to properly identify all influencers and decision makers. 6. How to qualify an employer’s level of interest in you, and to find out how many others they are talking to.
7. How to establish where they are with others in the selection process and how they rate you against others.
8. How to close for a commitment to the next stage of a process, and the critical difference between being told what the process is and a commitment to you being part of the next stage.
9. How to recognize the subtle change in an interviewer when they have decided they want you and how to manage this to mutual advantage.
10.What things are appropriate to discuss and when, and what are not, and why.
11. How to negotiate offer terms that leave you feeling valued, and the employer feeling they have received value.
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