The interview is the most critical step in the hiring process. The more you can learn about a candidate in the interview, the easier it is for the recruiter and the hiring manager to determine if the person will be successful in the role. Critical elements like personality, aptitude and skill sets need to be deeply evaluated to ensure the person will be able to integrate into the team and leverage their talents effectively. How do we get this critical information? By asking questions that reveal the candidate’s true nature.
Working a full-desk recruiting job is not easy. You have to not only recruit the best talent, you also have to find and establish relationships with employers so they’ll let you fill their open positions. This can be a bit overwhelming. Not only do you have to “sell” employers on the idea of letting you recruit for them, but you also have to “sell” candidates on the idea of letting you represent them. The key to success is having a plan. The problem is, most full-desk recruiters aren’t given a plan to work with! It’s up to them to figure out how to find clients and candidates.
Bias in recruiting is pretty common place. Especially, with our hiring managers. We already know (and, hopefully have coached our company!), on how bias based on age, gender, sexual orientation, and race are illegal. Still, we continue to deal with managers that discriminate against candidates based on other criteria such as where they worked, what degree they majored in college, whether they even have a college degree, how much job jumping they’ve done, whether they have industry experience, and so on. As recruiters, it’s our job to coach these hiring managers on their bias and to get them to overcome it so we can keep the company open to a more diverse group of candidates. As a result, most recruiters think they are well-trained and unbiased in their own efforts. Alas, they would be wrong! The simple fact is, humans are bias. We are hardwired to make assumptions about people so we can speed up the processing of our judgement. It’s a natural instinct. Why? We are bombarded everyday with so much information that our brains must use shortcuts to help us make decisions. However, these shortcuts are the very things that create and reinforce our biases - and we don’t even know we are doing it! In this video, Ed and J.T. explain why all of us have recruiting bias and what we can do to make ourselves more aware of it. In particular, J.T. shares some free videos Facebook has made available to the public on the subject of bias. In fact, they provided training on managing bias to their entire company. If Facebook, one of the most respected and desired employers in the country is focused on this, then you know hiring bias is worthy of addressing at your company too. It’s time to put your pride aside and to explore where your hiring bias lies. You’ll be amazed at what you’ll learn and how it can take your recruiting skills to the next level!
One of the most common recruiting practices today is to seek out a candidate’s salary history. By asking a candidate what they made at each of their previous jobs, employers are able to offer a salary that is in alignment with what the candidate previously made. Hiring managers like this practice because they believe it helps them avoid overpaying. However, states like Massachusetts are now passing laws prohibiting companies from asking the salary history question.
Change in the world of recruitment can come lightning fast (see sourcing technology, social media) or glacially slow (candidate experience, interview techniques, and so on.). One such glacier-like practice in my mind is employment references. You know the drill: It’s offer time, and you ask the candidate for references. The candidate sends you some to call, you call them, they say some wonderful things about the candidate and you check the box as completed. Done and Done. I am here to tell you that this is a practice that as it stands provides zero value. Yes – zero. Think about it from both sides of the coin: