Identifying Recruiting Problems

Attracting and retaining the best talent is a challenge in all industries.  Sometimes these challenges have to do with a core issue or problem with an organization’s process.  This time, we take a look at how to determine the root-cause of any talent management issue.

Enjoy!

Gary

Recruiting top talent that is a perfect fit for an organization is not an exact science.  If it were, everyone would be in perfect positions at their dream companies.  There would be no errors or difficulties in the process.  We all live in this place called reality.  In reality, companies encounter issues finding and retaining great employees.  Employees fall out of love with their employers and move on.  Over the next three articles we will take a look at how to identify and correct some common recruiting problems.

When faced with a problem, whether personal or professional, there is usually a set of steps one takes to determine the cause and formulate a solution.  When the problem is systemic to an organization, this process is also beneficial. 

When an organization has trouble with its recruiting process, it is best to first go to the source of the problem.  If there are issues attracting or retaining, or making hiring decisions, it is best to go directly to the person or group responsible for talent management.  That may be you!  How does the process look?  Are there missing steps or steps that are overlooked – maybe even skipped?  Are great candidates lost to a long decision process?  How do you cultivate relationships with passive candidates?  Are team members from specific areas of the organization leaving more than others?  The questions will be very specific to the company’s unique situation.

During this process, be certain to review exit interviews.  What is revealed as an employee leaves can uncover deep, underlying issues in all areas of an organization.  Make the conversation informal.  Tell them you really need their help as you truly wish to improve as an organization.  The key here is to LISTEN and not get defensive.  You may not agree with everything they say, but you are getting their direct and blunt feedback.

After reviewing the questions and answers, it is time to call in reinforcements.  Consult with peers and colleagues.  Those within the organization will be most helpful from an “insider” status.  Trusted individuals outside of the company can act as a sounding board or voice of reason.  Many times the problems experienced at one company are actually universal to the industry.

It is also helpful to gather input from “the trenches”.  Asking employees to share their insight can shed light on how team members view their jobs, managers and the company as a whole.  This can be done one-on-one, in groups or by sending out a companywide questionnaire.  The key is to include everyone, not just the individuals who may provide the answers you want to hear.  Again, don’t penalize them for being open and honest with you if you want the best, most candid information from them.

If after reviewing all of the information, no clear solution can be determined, it might be time to call in reinforcements.  The unbiased opinion and advice of a management consultant or recruiter may be the best option.  They can look over policies, procedures, and data without attachment and help craft a plan for improvement.

Next time we take a look at the costs of high-performing versus low-performing employees.

Gary Vice is sought out by leaders in Software and Services who recognize the need to attract the industry’s best talent.  Through Strategic Recruiting Partners’ extensive network of relationships, they are able to identify high level opportunities for well qualified candidates.  To discover how this process can benefit your job search, simply reply to this email or call Gary at 469.402.4008.