An organisation’s selection process provides a valuable window to assess the potential value a candidate can offer. It’s therefore important to make sure that you understand the attributes of a good hire and that the screening tools you use are helping recruit these individuals. Measuring the potential impact they have on the business’s bottom line as well as the cost of ’mis-hiring’ helps focus the business’s attention of getting this element of the recruitment process right.
These are the thoughts and takeaways from the latest Resourcing Think Tank (RTT) held on Tuesday 6th September 2016 hosted at Worldpay by Catherine Schlieben (Group Talent Acquisition Director) and David Rowe (Talent Acquisition Manager) titled ‘Is Your Selection Process Fit For Purpose?’
The following summary has been prepared to reflect a segment of the discussion held amongst senior HR and Talent Acquisition professionals from leading national and international businesses. Specific company details, experiences and examples have been omitted from this summary as all discussions are held under ‘Chatham House Rules’.
The candid question of ‘is your selection process fit for purpose?’ generated a passionate and wide-ranging topic of conversation, resulting in several further questions being posed:
Who are you benchmarking your hires and processes against? Your organisation? your competitors? And more importantly, what does your organisation expect?
Why’s it important to get this right? And how can you evidence to the business the true cost of hiring and mis-hiring?
What impact does your recruitment process have on the diversity agenda? Do you have processes in place to support diversity within the workplace? Where is the data for you to benchmark against your competitors? Is the structure of your recruitment process detrimental to breeding diversity?
Expectations of Hiring Managers – Your Hiring Manager may well know what they are looking for, but is it realistic in the current market conditions? The buy-in of the Hiring Manager to offer information on essential and less critical experience is golden, as is their commitment to on-boarding and developing the successful recruit.
Candidate Experience – Does a candidate enjoy your recruitment process? If you were a candidate how would you expect to be treated when exploring new employment opportunities? In an increasingly candidate driven market, your selection process is critical in how it affects the candidate and the overall reputation of your organisation. The Resourcing function is an ambassador of the business’s brand and therefore should consider itself a marketer of sorts.
Recruitment budgets – Year-on-year it seems that recruitment budgets are being squeezed and reduced. How do you engage your organisation to invest in recruitment to ensure the best possible ROI? Evidencing the cost of a ‘bad’ hire is one of the key messages you should be presenting to your business. Additionally, it’s crucial to understand where your great hires are coming from, to ensure you can evidence necessary investment into your most lucrative recruitment channels.
What is the Recruitment Function responsible for? – The recruitment process is more than just the sourcing and interview stage. Multiple people and factors within your organisation affect the longevity of a hire including: on-boarding, training, development, career progression and company culture. It’s therefore key to outline the areas of responsibility and expectations of all parties involved to ensure maximum potential is achieved from every hire.
Return On Investment – It is important to understand what your organisation recognises as a successful hire as well as a bad hire. Also, what is the true cost of a ‘mis-hire’? A common theme was the lack of Recruitment representation in strategic meetings. With recruitment teams responsible for spending millions of pounds worth of salary budget, perhaps Talent Acquisition should have a louder voice…
What is ‘good’ – With multiple factors affecting the employee journey from application through to leaving for pastures new, how do you measure the success of the recruitment team? How long should someone stay in their role? It is clear that one size does not fit all.
It goes without saying that the challenges faced by any recruitment function can largely affect the quality and delivery of the process it offers. Based on learnings from this Think Tank here are our key takeaways and observations for getting it right.
- Ascertain what a ‘good’ and ‘bad’ hire looks like in your business
- Benchmark your hires and processes against comparable businesses, not just your historic performance
- Be clear on why you’re doing things in the first place and ensure your actions are aligned to strategic business drivers
- Collect, analyse and listen to your recruitment data!
- Demonstrate the importance of getting selection right – evidence to your business the true cost of mis-hiring and any potential brand damage that could be incurred due to a poor candidate experience
- Take time to educate your Hiring Managers on their involvement in the selection process and what’s expected of them
- Ensure there isn’t a disconnect between your Employer Brand and Commercial Brand
- Allow a degree of flexibility in your recruitment process as there’s never a ‘one size fits all’ when it comes to selection
- Evidence Recruitment’s value in hard facts – be recognised for your cost-saving, not for your cost
- Set clear ways to measure success: length of tenure, quality of hire, cost per hire etc.