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Four Easy Delegation Strategies

Posted By APSO, Tuesday, 08 September 2015

Four Easy Delegation Strategies

About the Author: Bill Radin is one of the most popular and highly regarded trainers in the recruiting industry and trains across the United States.

There’s no substitute for interacting with your candidates and employers in real time. But unfortunately, there are only so many hours in each day. By delegating routine, repetitive or data-oriented tasks, you can save time and in many ways exercise more control than if you were to perform every single function personally.

Here are some tips on how to delegate your tasks. Remember that delegation doesn’t necessarily mean that you give tasks to other people. I’ve found that in many cases, I can use various instruments of delegation to leverage my efforts. Here are a few examples:

  • CV templates. 

Years ago, I used to spend time coaching candidates to help them improve the quality and appearance of their CVs. Today, I ask them to go to my website and study the template of an exemplary resume and revise theirs accordingly. In this case, the template acts as an instrument of delegation, and the exercise spares me a lot of the time I might spend as an editor, not a recruiter. If the candidates can clearly see how to organise their accomplishments, they can re-format their CV and improve their chances of getting hired.

  • Position comparisons. 

If a candidate is unclear about the merits of a new job, you can use itemised lists to help make A-B comparisons with the old job. To compare compensation, I use a simple side-by-side spreadsheet to examine items such as base salary, bonus, deferred compensation, insurance costs, hidden expenses and health care benefits. To compare intangibles, I’ll provide a worksheet to examine the qualitative differences between jobs to help the candidate make an informed decision. By delegating to the worksheets, I can change the candidate’s perception of my role from salesman (“Here’s why you should take the job”) to advisor (“Let’s analyse your situation based on the facts”).

  • Interview prep

You should always custom tailor the way you prepare candidates prior to their interviews. But there are also many standard conventions regarding attire, attitude, punctuality and so forth that you can just as easily give to your candidates in the form of a reading assignment, rather than as a night-before lecture. Delegating the talking points of your interview prep to a brochure or web page saves time and allows you to concentrate on the candidates’ understanding of the position and on any interviewing skills that need the most attention.

  • Applications and navigators. 

Often, you can get better information in a more timely fashion directly from the candidates and hiring managers themselves than you can by an exhaustive interviewing process. By having the employer fill out a questionnaire (which I call an “executive search navigator”) and the candidate fill out an application or bio-survey, I can get routine demographic information in advance, freeing me up to concentrate on the more intangible and subjective aspects of their needs.

One Delegation to Avoid

I know this may sound counter-intuitive, but the one instrument of delegation I never want a candidate to see is the company’s job description. There are three reasons for this: First, most standard-issue job descriptions are so exhaustive with their “must-have” lists that they tend to demoralise candidates who don’t check every single box. Second, most job descriptions are outrageously vague and superficial, and rarely address the issue of “why” the position needs to be filled or “how” the right candidate will help the company solve problems or achieve goals.

Finally, a job description can undermine the recruiter’s value as a matchmaker and interpreter of the company’s unique opportunity relative to the candidate’s true potential. The last thing I want is to find a candidate, establish trust and present a job I feel is a good match, only to have a job description contradict or confuse the narrative. 

Tags:  APSO  Bill Radin  candidate  clients  coaching  delegation  job description  planning  strategy 

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10 Outside-the-Box Wacky Ideas for Hiring Better People

Posted By APSO, Tuesday, 03 June 2014
Updated: Friday, 16 May 2014

10 Outside-the-Box Wacky Ideas for Hiring Better People

By Lou Adler

Over the past few years I've made some pretty wild assertions about how to hire better people. While they have caused quite a stir, and despite the inevitable nay-saying, they've all proved to be extremely effective.

Here are my choices for the top 10 wackiest ideas on how to hire better people.

  1. Recruiting processes must be designed to hire great employees, not great candidates.
  2. Traditional job descriptions prevent companies from hiring top people.
  3. Behavioural interviewing has limited value in assessing candidates for bigger jobs.
  4. You only need one question to assess candidate competency and motivation.
  5. Historical cost and time metrics are useless for process control.
  6. Job boards aren't worth squat unless you know the secrets of semi-sourcing.
  7. Stop looking at the CVs of, or talking with, unqualified people.
  8. Applicant tracking systems (ATS) need to be designed and based on the needs of great recruiters and top candidates.
  9. Networking is still the best way to find and hire top people.
  10. The quality of the recruiting team determines the quality of the people hired.

If you're not hiring enough top people, you're probably limiting yourself by not thinking out of the box enough. To get started simply try implementing some of these ideas. If nothing else is working maybe it's time to get wacky?

  • Hire top employees, not top candidates.

Top employees are competent and motivated to do the work, they work well with others, and they exceed expectations. Top candidates, on the other hand, have great CVs, are enthusiastic, on time, and prepared, and make good first impressions. If too many of your new employees fall short once on the job, you're probably hiring top candidates instead of top employees. This typically happens when you overvalue presentation skills at the expense of performance. Research shows that only one-third of the best employees present well, and two-thirds of those that present well aren't top employees. So you're missing a lot of great people and making a lot of mistakes by using the wrong measurement stick.

  • Make sure your job descriptions define success, not skills.

It's been shown that clarifying expectations upfront is the key to achieving peak performance. When you over-emphasise skills and experiences to screen candidates, you inadvertently preclude the best employees from consideration. Here's an idea: minimise the use of traditional job descriptions in any of your job vacancy postings. Instead, describe what people need to achieve with these skills and some of the opportunities available. Then watch the quality of your candidates soar. It's what people do with what they have that determines their success, so play this up. This is why performance profiles that list the real job deliverables in priority order is the first step to hiring stronger people.

  • Combine behavioural interviewing and the one-question interview.

For higher level positions, traditional behavioural interviewing has limited value. Part of this is due to the fact that multiple behaviours are needed to perform more complex tasks (e.g., management plus initiative plus team skills). The other part is the need to assess the environment, culture, and performance requirements of the job during the interview. These problems are solved by asking candidates to describe their major accomplishments in great detail. This is the one-question interview. Then use behavioural questions to clarify how each task was accomplished. This way, you can assess how the candidate's mix of behaviours and skills were used to achieve results.

  • Use better metrics, or measure the right stuff in real time.

For strategic game-breaker positions, candidate quality must be the key driver, not cost or time. Quality still should be the primary metric for any important positions that directly affect company performance. For less important positions, time to fill and cost per hire are valid measures of success. Frequently these are the positions that can be outsourced. However, to impact results here you still should measure activity when it occurs, not weeks or months later. This is the big lesson learned from systems like Six Sigma: errors need to be tracked and eliminated as close to the time they occur as possible.

  • Use semi-sourcing and job branding to improve job board advertising.

There are many top people who look at job boards infrequently, generally after a particularly bad day. These are what I call semi-active candidates. While these people want another job, they won't jump through hoops to apply unless the job is attractive. If you design your advertising to attract these less-active candidates, you'll be able to find some exceptional people at very low cost. To attract their attention, make sure your ads are highly visible and compelling, and then make sure that you describe opportunities rather than emphasise requirements. If the job directly ties to the company strategy, all the better. This whole process is called job branding. Now consider this: the Corporate Executive Board's Recruiting Roundtable has shown that job branding is one of the two most important things you must do to hire top people. Don't forget, though, that you must call these people within 24 hours (the half-life of semi-active candidates), so efficient backend systems are important.

  • Pre-qualify everyone.

Recruiters spend too much valuable time looking at the CVs of, or talking with, unqualified candidates. Stop. The best applicant tracking systems have great filtering systems to rank order CVs. If the candidates at the top of the pile aren't good enough, don't look at any more CVs. Instead, run a more compelling and visible ad, or expand your sourcing channels. Also, make sure all referred candidates are pre-qualified, whether you obtained these names by networking or through other referral programmes.

  • Candidate- and recruiter-friendly ATSs should not be optional features.

Most Applicant Tracking Systems (ATS) are designed around a requisition-based workflow. Recruiters don't work this way. Their work is based on task priorities. The best ATSs adjust for this by providing customisable desktops with folders and alerts to ensure that important data is pushed to the recruiter daily. Semi-active candidates don't have time to apply, so candidate-friendliness must also be an integrated ATS design feature. Unfortunately, too many ATSs were designed to meet the needs of the purchaser rather than their primary users. Recruiter productivity will soar along with better candidates with the addition of these two features.

  • You'll still find the best people through networking.

You should be able to hire at least 50% of your people by aggressively networking with your best employees, top candidates, industry experts, vendors, customers, and trade association members. This is a vast source of untapped and readily available talent. To start this, you'll need great recruiters working the phones asking for the names of top people, not for those looking for jobs. Then you must brand your jobs as described above, clearly describing the deliverables. Of course, you must make sure the application process is super easy. When networking is done properly, you'll quickly have many more great people checking out your website and attempting to apply. Don't disappoint them.

  • Great recruiters are needed to hire great people.

The best people always have multiple opportunities. They get counter-offers, have second thoughts, and consult spouses and advisors for advice. Recruiters are the ones called upon for this extra information, counselling, and hand-holding. They must know the job, they must interview well, and they must be able to negotiate fair offers despite having too many other things to do. Make sure you assign your strongest recruiters to handle your strategic game-breaker positions. Then, even if you don't do everything described above, you'll still be able to hire the best people for these critical positions. Unless the hiring managers do it themselves, the quality of the people a company hires correlates directly with the quality of the recruiters involved.

My biggest wild and crazy idea is the possibility that hiring top talent can be a systematic business process. You're 90% there if you do everything described above. Wow! Now that's the wackiest idea of them all.

Tags:  applicant tracking systems  APSO  APSOgram  better candidates  better people  competency  great employees  hiring  job description  motivation  networking  outside the box  quality  thinking 

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