This is a list of employment practices a recruiter might consider as you attempt to move into 21st Century HR.
1. Do a survey of all hires and ask them why they accepted the job (and what were their concerns).
2. Do a survey of all rejected offers and find out what were the deciding factors in their decision.
3. Consider your customers as a recruiting source. Who else respects our firm and might be inclined to want to work for us. You might also involve large corporate customers in the selection process so that you improve the likelihood that new hires will be able to meet your customers’ needs. It might also build customer loyalty, as they feel some "ownership" of those selected.
4. Sign on to social networking sites to meet potential hires, exchange ideas and ask questions
5. Develop an E-Letter (a periodic e-mail newsletter) to keep potential candidates interested in your company.
6. Begin tracking recruiters / recruitment tools / and sources used in the hiring process. See which produces high performers, long tenure employees, and bad hires.
7. Identify key jobs and key managers. Stop treating all jobs as having equal importance.
8. Stop looking at the cost of hire and filling "reqs" and begin focusing on the Quality of the hire and/ or any potential business gains from a hire.
9. Prove that everything you do results in a higher quality hire. Stop assuming old practices still work and "good people trying hard" always produce a quality hire. Drop all employment practices that don't make a significant difference.
10. Consider "weekend" hires, consultant to hire, simulations and temp to hire strategies to improve the accuracy of the selection process.
11. Increase referral bonus levels and begin giving a larger bonus for high performing hires.
12. Develop "prequalifying" systems for internal candidates to increase the number of internal transfers and also to increase retention rates.
13. Realize that hiring must be owned and done by MANAGERS.
14. Develop JIT hiring systems like "corporate resources" (hiring a superstar even when there is no current opening) to capture superstars who are likely to be on the market for only one week or less.
15. Develop "Personal Courting" and relationship building programs with potential recruits so that hiring processes are not just one time "flash" occurrences.
16. Realize one of the primary functions of recruitment and hiring is to build and reinforce the corporate image and culture as well as to increase corporate capabilities and productivity. Remember recruiting is marketing and all potential recruits are also potential customers.
17. Start forecasting the future (unemployment rates, the pool of qualified candidates, business cycles, the changing needs of your customers etc.) and stop just "reacting to reqs" when they hit your desk.
18. Do internal customer satisfaction surveys to see what managers and applicants want "more of and less of".
19. Identify how your employment practices differ from your direct competitors. You can't beat the competitor if you all do the same things the same way.
20. Drop forever the idea that recruitment and hiring must be face to face. Develop remote recruitment and hiring practices that are superior to face to face ones. Video tape interviews and use remote video to screen candidates.
21. Begin the process of becoming an Employer of Choice in your industry. Gather information on what is needed and sell it to top management.
22. Develop metrics (in conjunction with the CFO) to identify and prove the Business Impacts of a great hire and the costs of a bad hire. Make hiring great employees THE corporate competitive advantage over your competition.
23. Develop forecasting tools which "forecast corporate FAT" (excess employees) and identify future retention issues so that you will have to do less recruiting.
24. Develop a rotation program where employment specialists spend time each year working in the field and "learning the business".
25. Get line managers to "sponsor" and "own" changes and revisions in employment systems.
26. Consider creating "feeder channels" for future University hires. For example sponsor "Learn to be a ___________ training classes, student clubs, internships, "Professor summer internships" and short term professor / manager swap programs).
27. Develop and sponsor internet business chat rooms and list servers to develop relationships with potential applicants.
28. Capture reference names given by high performers and consider them as potential hires.
29. After 6 months, track down high-performers that were "voluntary terminations" and give them post-exit interview questionnaires. Ask them why they left and what it would take to get them back. If feasible, attempt to get them to return.
30. Track voluntary terminations to see how many go to our direct competitors. These "terms" potentially cost us more because they are giving our secrets to our competitors and they may also indicate our competitors have more to offer "new" hires than we do.
31. Track offer "turndowns" and contact them again at periodic intervals.
32. Drop or weaken employment "rules" and approvals to decrease your time to hire. Identify things that slow down the hiring process and that you can't prove make a difference (No you don't need a job description (in order to hire someone etc.).
33. Calculate the average performance rating, bonus pay, awards, promotions and productivity of those hired this year and compare it to last years hires. Smile if you see an improvement!
34. Have the CEO call on senior/high profile candidates and ask them to join our team.
35. Use speed of hire as a competitive advantage to get the very best candidates.
36. Look for non-active job seekers (employed people) as your primary source of talent.
Point number 20 states "Drop forever the idea that recruitment and hiring must be face to face. Develop remote recruitment and hiring practices that are superior to face to face ones. Video tape interviews and use remote video to screen candidates. "
Job kiosks provide you the facility to search for open positions, apply , take a test, record your voice, even take interview using audio visual support.
I felt that one of the need for the 21st Century HR was to create the HR ATM. Any Time Manpower
Just as you would walk into a bank's ATM and leave with the money, a candidate can walk into an HR ATM and walk out with a hard copy of the offer letter irrespective of the location the candidate and the interviewer's are based at.
But this requires a instant decision making system. Few questions and the right answers does not provide the management the right support to instantly take a decision to offer a candidate who is taking an interview from such a remote kiosk.
You need a system that showcases an authentic track record. Which means you save on time spend on verifying it. You need a system that provides for instant reference management. You again save time on reference check. You need a system that can authenticate the candidates certificates instantly. Which again means that you need a system that avoids the need for such verifications. You need a system to address the issue of NO SHOW.
I designed the system that provides these features, which when built into the job kiosk creates the HR ATM. This system is hosted at authentictrackrecord.com
Thanks Nawas & Nisha!
Ken, great thoughts..yes! we do need to move quickly & make the best use of technology. The greatest challenge though will always be in shifting the minsets & getting people to accept the positive changes :)
From India, Mumbai
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