The following tips to improve the hiring process:
Remember the Golden Rule: Treat every candidate the way you'd like to be treated.
Work with hiring managers to create detailed job descriptions that accurately detail the qualifications needed for an open position.
Make sure you understand the technical qualifications necessary for an open position. If you don't, consider a dual hiring process in which a technical employee screens candidates for technical competencies and HR screens for soft skills and cultural fit.
Don't rely solely on resumes. Consider using online screening tools and/or job assessments such as The Profile Assessment, which bases job-match patterns of a candidate on the patterns of those who've performed successfully in similar jobs.
Coordinate the hiring process and communicate often with internal managers.
Train and empower managers to conduct their own interviews, thus decreasing their reliance on already overworked HR staff.
Pay employees for candidate referrals that lead to job offers. Employees typically don't refer people who wouldn't be good fits for the company.
Communicate honestly with candidates about the corporate culture. Don't say you have a collegial management style if employees are, in reality, treated like new recruits at boot camp.
Work to become a respected strategic partner whom hiring managers trust and rely on.
It bears repeating: Treat others the way you expect to be treated.
From India, Delhi
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115Remember the Golden Rule: Treat every candidate the way you'd like to be treated.
Work with hiring managers to create detailed job descriptions that accurately detail the qualifications needed for an open position.
Make sure you understand the technical qualifications necessary for an open position. If you don't, consider a dual hiring process in which a technical employee screens candidates for technical competencies and HR screens for soft skills and cultural fit.
Don't rely solely on resumes. Consider using online screening tools and/or job assessments such as The Profile Assessment, which bases job-match patterns of a candidate on the patterns of those who've performed successfully in similar jobs.
Coordinate the hiring process and communicate often with internal managers.
Train and empower managers to conduct their own interviews, thus decreasing their reliance on already overworked HR staff.
Pay employees for candidate referrals that lead to job offers. Employees typically don't refer people who wouldn't be good fits for the company.
Communicate honestly with candidates about the corporate culture. Don't say you have a collegial management style if employees are, in reality, treated like new recruits at boot camp.
Work to become a respected strategic partner whom hiring managers trust and rely on.
It bears repeating: Treat others the way you expect to be treated.
From India, Delhi
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Hi Archana,
Rules will always be bitter, but sweet and realistic rules can be adopted. Some extent of decentralization and delegation of authority to middle-level managers in the recruitment process will help decrease the workload of HR professionals.
Agree or not? Do reply.
Mangai
From India, Chennai
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Rules will always be bitter, but sweet and realistic rules can be adopted. Some extent of decentralization and delegation of authority to middle-level managers in the recruitment process will help decrease the workload of HR professionals.
Agree or not? Do reply.
Mangai
From India, Chennai
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Hi Archana,
Thank you for the information provided on good hiring. I also have a few clarifications needed from seniors like you. As I am from a non-technical background, I have to depend on the results given by the IT department (we have one person leading the IT who conducts the technical interviews). I am also present in the interview process, and at times, I feel that this IT person always gives negative feedback on really good candidates, possibly to avoid competition for himself as both of them would work in the same department as peers. My concern is that if any candidate is selected, they will be a peer to the person who interviewed them. Is this the correct procedure? I suggested to our management that a candidate at the same level should not conduct the interview; instead, a more senior person should be involved in the process. I also proposed that since we do not have any seniors in our office, we could request seniors from other reputable companies to undertake this task (as we know many such candidates). However, management stated that since this person is involved in our project, he would be the right person to conduct the interview.
What is your opinion? Is our management's approach correct, or is my thinking more appropriate? Please advise.
Sirisha Reddy
From India, Bangalore
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Thank you for the information provided on good hiring. I also have a few clarifications needed from seniors like you. As I am from a non-technical background, I have to depend on the results given by the IT department (we have one person leading the IT who conducts the technical interviews). I am also present in the interview process, and at times, I feel that this IT person always gives negative feedback on really good candidates, possibly to avoid competition for himself as both of them would work in the same department as peers. My concern is that if any candidate is selected, they will be a peer to the person who interviewed them. Is this the correct procedure? I suggested to our management that a candidate at the same level should not conduct the interview; instead, a more senior person should be involved in the process. I also proposed that since we do not have any seniors in our office, we could request seniors from other reputable companies to undertake this task (as we know many such candidates). However, management stated that since this person is involved in our project, he would be the right person to conduct the interview.
What is your opinion? Is our management's approach correct, or is my thinking more appropriate? Please advise.
Sirisha Reddy
From India, Bangalore
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2-RECRUITMENT PROCESS-2.doc
Best Recruitment Practices for 2008.pdf