Category Archives: internal
“Yeah I’ve Recruited before. I had to hire people for my team. I know what you do, its your core job, what do you mean you cannot hire everyone we think we need? I mean I know how difficult it can be at times. But I read the news, I know what is going on in the world, this isn’t one of those times. You’re job must be easy now. There must be candidates everywhere, I mean how hard can it be to hire in a recession”
Ahhhh I love being in the Recruitment world. Especially in a Corporate environment, we’re lucky really. We have so many people who can and will offer you advice. In fact nearly every single person in the organisation will have an opinion as to how and where and how quickly you should be hiring. There seems to be an omnipotence as far as a knowledge of this mythical thing called “the market”.
One of the most challenging parts of any Recruitment role I believe is client education. Getting them to listen to the real version of the market (well according to me anyways) as opposed to the media beat up, hyperbole and assumptions that people are prone to. Don’t make excuses, just tell it how it is. Do you know it is not “just you” who can’t find the people they want? Try to back it up with more than just anecdotes. They’ll think you are just making excuses.
This has been one of my bug bears for a number of years, here are a few points I’ve used to try to combat my lemon sucking lessons. (My other Bugbear, joke! I’ve always wondered what a bugbear was.. thanks Google)
2/ Be open and transparent
3/ Be honest
4/ Be factual and clear, most C level people have a decent BS monitor.
5/ Get some facts and stats to back up your argument
6/ Forward articles agreeing with your point of view.
7/ Remind people that being made redundant is not a blot on your career. It’s like blogging. It just happens.
8/ Advise to not opportunistically hire people at a lower rate than you should do, just because you can, keep your employer brand intact. (Bad business karma I think)
9/ Find different ways, mediums to get your message across
10/ Be consistent and strong, don’t be bullied into agreeing into something you don’t agree with.
11/ Actively look for effective cost savings
12/ Get C levels involved in using technology to help (ie show possibilities of Twitter, Facebook, Linkedin etc)
13/ Know (and be active in) your “market”, your demographic, your region
14/ Prove you know it. Be involved with all areas of the business, add value to discussions which will show you understand the market, the movements and the players in it. (ie know client or competitor is laying people off in a certain area or hiring even)
15/ Don’t be afraid to annoy and challenge some people
16/ Be Patient and calm
17/ Find a sponsor in the business
18/ Don’t be arrogant, defensive or too aggressive
19/ BE RIGHT!
20/ FIND A WAY TO FIND AND HIRE THOSE IMPOSSIBLE TO FIND PEOPLE ANYWAY
I’m sure there would be more, but these are the ones off the top of my head. Please let me know ideas
There is also the final little known clause… avoid the “I told you so dance” when you are proven correct.
Two things to live by… Add VALUE, let your bosses look good by giving them all the information they could require if pushed by Boards or other C level executives.
DELIVER, find a way. Continuously being able to solve business problems with your skill in finding the right people at the right time, will give you and your theories (or excuses if you want) that much more credibility.
………and finally, remember, you all want the same thing, to hire quality people, at the right quantity at the right time for the future success of a project, a team, a department, a business. Find a way to start acting like it.
During the last few months I have been thinking, studying and reviewing the role of Internal Recruitment within my organisation. It has been a really interesting, revealing and introspective journey. Especially with focus sharpening in the areas of the business which are not what some people would consider as core.
Was I over complicating things? We have our systems, our processes, our metrics. We achieve the corporate goals, the company is making money….. don’t look too hard huh?
So with the aim of simplication, how do I describe my role? My teams function in our organisation? Once upon a time I wrote that I wanted to be a General in the War for Talent… but what good is a General in a detente, or armistice? We are Ambassadors to the outside world for the organisation, we are the Custodians of the culture. Which is more important or significant? We drive and maintain the culture of the company. Is there anything more important than the culture of your organisation? What is the affect of hiring people who just don’t culturally fit in, as opposed to those without maybe the specific technical abilities, but a cultural DNA matches? I know which one I’d prefer to have. I know which one my organisation would prefer to have.
When hiring for my team I have to ensure that people embody the culture, not people who can articulate it, people who can live it, breathe it, prove it, be it… in other words not just talk the talk… the WALK is essential. People, perspective employees can spot insincerity. Imagine having a company “sold” to you, with the virtues of fun, dynamic, innovative, enthusiastic people by a person, who won’t look you in the eye, only read off a script, not engage you and cannot crack a smile to break the ice… hmmmm genuine culture or facade? or even worse think it is their job in an interview to grill or intimidate candidates?
If as an organisation, we can define our culture, live it and believe in it. If it has become a genuine competitive advantage to the organisation, what could be a more important role in the company? Those who are entrusted with the Custodianship of the culture, what could be more CORE business than that?
KISS (keep it simple stupid) principle, pays off once more… Thank you Mr Kiss 🙂