The trick, says human-resources-technology consultant Elaine Orler of Talent Function Group, is building software that can predict a good fit between candidate and employer.
If you’re like most Talent Acquisition leaders nowadays, you feel pain. You recognize that things aren’t working right and could function a whole lot better. But where do you begin? Is the situation incurable or can it be fixed? Getting the correct diagnosis can be daunting but not impossible.
Start by evaluating the symptoms. Are there problems with people and processes or could it be your recruiting systems? The key to zeroing in on what ails your organizations is to take a good look at the current situation. Are your vital statistics in working order? Determine what’s working well and identify anything that’s not. It’s easy to assume that by replacing older technology, your organization will be healthy and vibrant again but the problems you face may not be technology-related. It could be people, processes or a combination of all three. Rather than treat each issue individually, think about enhancing your existing recruiting systems overall in order to alleviate the pain points. If the problem runs deeper and you find the need for a complete overhaul, there are also a few things to consider before engaging in the RFP process with recruiting system vendors.
First, we recommend that you begin with future state recruiting processes in mind. Future state design is a critical component for developing your list of requirements (features & functionality). Design a future state to solve for those current pain points, leveraging best practices and your knowledge of available recruiting solutions on the market. If you’re uncertain about future state, or unsure of the recruiting solutions available, find a consultant to help you. With this added support, sharing future state vision with leadership will help you get the necessary buy-in and budget for any updates or implementations. From here you may complete an RFI process with the baseline requirements to narrow the field down to a manageable number of vendors in order to go to RFP.
From here, send a list of your needs to vendors to solicit their response. The RFP document should include all of your requirements, identifying each priority as follows:
- HIGH (have to have)
- MEDIUM (strong desire)
- LOW (nice to have)
We also recommend including a column for vendors to respond with:
- Meets Requirement
- Custom Modifications or Development Required
- Planned for Future Enhancement (within next 6 months)
- Not Available (does not exist and is not planned for the next 6 months)
In addition, ask vendors to provide a list of relevant references – two weeks should be enough time for their response. At this stage, we suggest updating your Legal/Procurement team ahead of potential contract negotiations.
Once responses are received, you’re ready to analyze each vendor response and perform an in-depth review to determine who makes the cut. Tackling the vendor qualification and review process can be time-consuming, but it’s definitely worth it to ensure the product offering meets your business needs. You’ll want to assess and identify vendors who most fulfill the requirements gathered in future state design. At this point, determine your top three prospective vendors and get ready to take a deeper dive into their offerings and functionality.
We’ll talk more about this in part two – stay tuned!
Like most organizations, yours almost certainly has a vision statement. It more than likely has core values too. And it probably has expected principles and behaviors defining how work should get done. Each of these factors – and so much more – all combine to form your organization’s culture. Creating a desired company culture takes significant time and energy – but once you have it, how do you keep it, and whose responsibility is it to do so?
Sustaining an organization’s culture takes constant reinforcement – and more often than not this falls on the shoulders of Corporate Communications, as well as Senior Leaders and Executives. But is just talking about your culture really enough to maintain it? Doubtful. In fact, I would personally contend that the primary responsibility for sustaining culture ultimately falls on the shoulders of those involved in the Talent Acquisition process. That’s right, Recruiters and Hiring Managers.
It’s one thing to train new and existing employees on the vision, values, and behaviors they may not have fully understood and/or displayed at the time they were hired. There will always be a need for cultural communications, coaching and development once they onboard – at least to some degree. But those involved in the Talent Acquisition process have the opportunity to substantially limit that need to fill in the gaps by recruiting, screening, identifying and selecting not just top-performing talent, but top-performing talent that already fits the organization’s culture.
I see too many Recruiters – and often times organizations as a whole – that tend to look for one key quality in the identification of top-performers: the skillset match. Don’t get me wrong, having requisite skills is important – but job skills are just one element of the overall top-performer equation. Organizations with this myopic view should begin to shift from simply hitting the skills-related bull’s-eye to focus on the entire dartboard if you will. This begins by reexamining the way you score candidates, and recognizing the fact that culture fit is every bit as important as the skillset match. Doing so can not only help sustain the organization’s culture, but ultimately improve the company’s overall growth and performance.
Remember: skills define what the work is, but culture defines how the work gets done at your organization – and that can make all the difference in the world. Talent Acquisition professionals and stakeholders in the selection and hiring process must learn to align their organization’s vision, values and behaviors with the assets they are seeking during the attraction, evaluation, and selection of candidates. Recruiters and Hiring Managers alike should begin to connect the dots, by learning how to consistently identify and apply culture fit criteria when selecting and hiring talent. Then, the organization as a whole should continue down this path when managing and measuring individual employee performance, and reinforcing culture fit throughout the lifecycle of the employee.
So how do you as a Recruiter or Hiring Manager begin? I’ll be sharing some suggestions at the upcoming California HR Conference on September 2nd in Anaheim, when I present, “Recruiting on Target: Sustaining Corporate Culture.” For those unable to attend, I’ll follow-up with a subsequent post providing a few more recommendations. Until then, spend some time gaining insights and understanding into how you can define and implement opportunities within your organization – to identify top-performing talent that fits and sustains your company’s culture.
Most of us would say there is nothing more important than hiring the right person. However, it might also be said that the one thing more important is keeping employees once they are hired. And with Talent Acquisition shifting to a passive candidate sourcing model, many professionals are willing to explore opportunities with another company, even if they are happy in their current role.
These employees often feel that there are no opportunities for career progression, their managers are not taking the time to understand their goals and there is a lack of mentors to help guide them to the next level. Instead, companies are hoping and praying that their top performers are happy “enough” that they won’t leave, when there is a simple solution right in front of them – an internal mobility program.
When implementing an effective internal mobility program, consider the following strategies:
One of the challenges companies are facing is that they find it difficult to know where key skills sit across their organization. It is important to gain this understanding. One way to do this is by creating a talent profile or a set of competencies for each area of the business.
Look at your requisitions and identify internal groups with similar competencies/skills. You can then filter updates on opportunities within the company that match the interest and skills of these groups. Just like external passive candidates, you wouldn’t leave it up to them to comb the career site to find a position they are interested in but you would present them with specific roles they would want to see. Internal employees are no different.
Treat internal candidates like external candidates
As recruiters, we know how important it is to personally engage with candidates by having frequent communication and touch points. This displays appreciation for their time and efforts, yet often times, this is lost when dealing with internal talent. Since they work there already, the assumption may be made that a high touch experience is not necessary but this is not true. Employees deserve the same respect and should receive the same communication you would give to an external candidate.
Most managers never take the time to have discussions with their employees about where they see themselves in the next 5 or 10 years. Incorporating a conversation, outside of the annual review process, to discuss career development will let employees know that the organization is invested in them and in turn, employees will be more likely to stick around.
Recruiting great employees is both important and difficult. So once you hire these people, do what you can to keep them.