What are the parameter should have a Good Recruiter Streamlining the Complete Hiring Process
What are the Parameter is require for selecting Candidate
What are the next 5 year ambition
What are the Challenges you faced in HR role during your tenure –Give me 5 Points
From India, Panipat
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What are the Parameter is require for selecting Candidate
What are the next 5 year ambition
What are the Challenges you faced in HR role during your tenure –Give me 5 Points
From India, Panipat
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The parameter of a good recruiter is the open mind to read the resume carefully with date of birth, qualification, institute, company name, when he/she joined the company, project details which are a crucial part for the recruiter, role, duration, and clients. Match the requirements with the resume to find the right fit for the position.
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hey sober.... a good recriuter should be a person who has the skill of understanding others, and may be a bit of pschology.
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What is the role of Psychology in Recruitment? How do you understand the candidate if he/she has more than one offer and you do not know where he/she will join at the last moment? Can Psychology help?
In recruitment, Psychology plays a crucial role in understanding the behavior, motivations, and decision-making processes of candidates. When a candidate has multiple job offers and is indecisive about which one to accept, psychological principles can be applied to assess their preferences, values, and priorities. By utilizing techniques such as behavioral interviewing, personality assessments, and understanding cognitive biases, recruiters can gain insights into the candidate's thought processes and make more informed decisions.
Psychology can help recruiters in predicting candidate behavior, managing uncertainties, and making better hiring choices. By incorporating psychological theories and methodologies into the recruitment process, organizations can improve their selection accuracy and ensure a better fit between the candidate and the job role.
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In recruitment, Psychology plays a crucial role in understanding the behavior, motivations, and decision-making processes of candidates. When a candidate has multiple job offers and is indecisive about which one to accept, psychological principles can be applied to assess their preferences, values, and priorities. By utilizing techniques such as behavioral interviewing, personality assessments, and understanding cognitive biases, recruiters can gain insights into the candidate's thought processes and make more informed decisions.
Psychology can help recruiters in predicting candidate behavior, managing uncertainties, and making better hiring choices. By incorporating psychological theories and methodologies into the recruitment process, organizations can improve their selection accuracy and ensure a better fit between the candidate and the job role.
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Hi Vikas This is similar to know what’s there in someone’s mind!, it’s a difficult job, but not impossible. I don’t have a solution for this sorry :)
From India, New Delhi
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4From India, New Delhi
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Hello All:
Just a quick comment.
It is generally accepted that recruiters must be well-versed in human communication and must therefore possess an ability to understand and interpret both verbal and non-verbal communication.
The psychological aspect of recruiting, especially for those who have been successful in both a mid-term and longer time horizon, is generally framed against the recruiter's ability to assess successful accomplishment in previous positions and project the use of those success skills into different positions. More and more individuals today are moving from one job function to another and are building a diverse group of skills against which they can draw for future employment.
A competent recruiter must be able to assess skills utilized successfully in one position by an applicant and project those into a success model for a sometimes totally different position, which may or may not require similar skills.
I jokingly said for years - and it's partially true, by the way - that the only courses that ever helped me in my career were the Psychology courses I took in undergrad school.
The course that helped me the most was Abnormal Psychology.
Whether trying to understand, project, or negotiate, all the qualities of this particular course were of benefit in the HR aspects of my career. And before anyone draws conclusions, it was the instructor or my mental state, let me assure you that I don't even remember the instructor's name - so I must conclude it was the course content that impacted me so significantly.
I hope this posting is of benefit to you. If I can help further, please let me know.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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Just a quick comment.
It is generally accepted that recruiters must be well-versed in human communication and must therefore possess an ability to understand and interpret both verbal and non-verbal communication.
The psychological aspect of recruiting, especially for those who have been successful in both a mid-term and longer time horizon, is generally framed against the recruiter's ability to assess successful accomplishment in previous positions and project the use of those success skills into different positions. More and more individuals today are moving from one job function to another and are building a diverse group of skills against which they can draw for future employment.
A competent recruiter must be able to assess skills utilized successfully in one position by an applicant and project those into a success model for a sometimes totally different position, which may or may not require similar skills.
I jokingly said for years - and it's partially true, by the way - that the only courses that ever helped me in my career were the Psychology courses I took in undergrad school.
The course that helped me the most was Abnormal Psychology.
Whether trying to understand, project, or negotiate, all the qualities of this particular course were of benefit in the HR aspects of my career. And before anyone draws conclusions, it was the instructor or my mental state, let me assure you that I don't even remember the instructor's name - so I must conclude it was the course content that impacted me so significantly.
I hope this posting is of benefit to you. If I can help further, please let me know.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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Reading more books on NLP and attending behavioral training programs for recruiters (which is being held in Bangalore on the 12th and 13th) also helps in recruiting a better candidate.
Moreover, I suggest you get a few ready-made questions that you can ask the candidates, especially open-ended questions, so you can understand what type of person they are through their answers. To find these questions, you can search online or contact some behavioral trainers.
Alternatively, you can prepare a questionnaire to analyze the candidates by studying their answers, or you can have them spend a day with you to better understand them.
All the best.
From India, Bangalore
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Moreover, I suggest you get a few ready-made questions that you can ask the candidates, especially open-ended questions, so you can understand what type of person they are through their answers. To find these questions, you can search online or contact some behavioral trainers.
Alternatively, you can prepare a questionnaire to analyze the candidates by studying their answers, or you can have them spend a day with you to better understand them.
All the best.
From India, Bangalore
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Hi Alan Whats the effective role of Recruiter who are working as a consultant and touch with the candidates only on the phone? Regards Vikas
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Hello Vikas,
When a recruiter is conducting a telephone interview, they are limited to a two-dimensional perspective of the candidate. Let me highlight some key areas to consider during a telephone interview.
Regardless of whether you are the recruiter or the candidate, it is essential to understand the importance of your voice and communication skills in driving the conversation. Recruiters should convey enthusiasm for the role, while candidates must show enthusiasm for the position.
During a telephone interview, focus on positioning yourself effectively, managing your tone, analyzing your responses, and speaking slowly and clearly. This ensures that both parties fully comprehend the communication, preventing any misunderstandings.
It is crucial for interviewees to keep their notes organized and avoid distractions like excessive paper rustling. Allow time after responses for note-taking, enabling both parties to remember key points without unnecessary chatter.
In a teleconference interview with multiple participants, don't hesitate to ask individuals to identify themselves when posing questions. Clear communication before the interview, including sharing instructions and objectives, can streamline the process and avoid wasting time.
Interviewers conducting telephone interviews may face various challenges that affect their approach. If you sense a rushed or screening interview, seek clarity on the recruiter's expectations. While some interviewers may use tactics that you see through, remember that interviews are crucial for many individuals and can impact their careers significantly.
As an experienced interviewer, I aim to learn something new from every candidate I meet. Candidates should focus on presenting themselves authentically rather than trying to impress with polished resumes or networking skills.
Remember, being selected for an interview means you have already caught the attention of a decision-maker. Telephone interviewers seek specific feedback to determine the next steps in the hiring process.
I trust this addresses your queries, Vikas. Feel free to provide further clarification if needed.
Best wishes,
Alan Guinn
Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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When a recruiter is conducting a telephone interview, they are limited to a two-dimensional perspective of the candidate. Let me highlight some key areas to consider during a telephone interview.
Regardless of whether you are the recruiter or the candidate, it is essential to understand the importance of your voice and communication skills in driving the conversation. Recruiters should convey enthusiasm for the role, while candidates must show enthusiasm for the position.
During a telephone interview, focus on positioning yourself effectively, managing your tone, analyzing your responses, and speaking slowly and clearly. This ensures that both parties fully comprehend the communication, preventing any misunderstandings.
It is crucial for interviewees to keep their notes organized and avoid distractions like excessive paper rustling. Allow time after responses for note-taking, enabling both parties to remember key points without unnecessary chatter.
In a teleconference interview with multiple participants, don't hesitate to ask individuals to identify themselves when posing questions. Clear communication before the interview, including sharing instructions and objectives, can streamline the process and avoid wasting time.
Interviewers conducting telephone interviews may face various challenges that affect their approach. If you sense a rushed or screening interview, seek clarity on the recruiter's expectations. While some interviewers may use tactics that you see through, remember that interviews are crucial for many individuals and can impact their careers significantly.
As an experienced interviewer, I aim to learn something new from every candidate I meet. Candidates should focus on presenting themselves authentically rather than trying to impress with polished resumes or networking skills.
Remember, being selected for an interview means you have already caught the attention of a decision-maker. Telephone interviewers seek specific feedback to determine the next steps in the hiring process.
I trust this addresses your queries, Vikas. Feel free to provide further clarification if needed.
Best wishes,
Alan Guinn
Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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Vikas,
Just as luck would have it, a very appropriate article arrived in my email box on recruiting activities and how several different groups are addressing their needs—which you may find helpful. This link is from "Sales and Marketing Magazine," and was quoted in an ICSC Daily Newsletter I receive, so I take no credit for the content—I list the link only as a reference to a work regarding recruiting and opportunity; I do, however, believe what it offers to be of value, and I hope that you find it to be of value, also, in your questions about recruiting.
URL: [salesandmarketing.com](http://salesandmarketing.com) _[link updated to site home]_
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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Just as luck would have it, a very appropriate article arrived in my email box on recruiting activities and how several different groups are addressing their needs—which you may find helpful. This link is from "Sales and Marketing Magazine," and was quoted in an ICSC Daily Newsletter I receive, so I take no credit for the content—I list the link only as a reference to a work regarding recruiting and opportunity; I do, however, believe what it offers to be of value, and I hope that you find it to be of value, also, in your questions about recruiting.
URL: [salesandmarketing.com](http://salesandmarketing.com) _[link updated to site home]_
All the best.
Alan Guinn, Managing Director
The Guinn Consultancy Group, Inc.
From United States, Bluff City
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Hi Vikas,
This is Garima, and I have registered myself on this site. However, I am having trouble understanding the methodology of how to access posts, etc. Could you please help me understand what I need to do to access them so that I can gain some knowledge?
My email ID is garima285@yahoo.co.in.
I am looking forward to your reply.
Thanks and regards,
Garima
From India, Gurgaon
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This is Garima, and I have registered myself on this site. However, I am having trouble understanding the methodology of how to access posts, etc. Could you please help me understand what I need to do to access them so that I can gain some knowledge?
My email ID is garima285@yahoo.co.in.
I am looking forward to your reply.
Thanks and regards,
Garima
From India, Gurgaon
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Dear Sober,
I've had my share of carrying out recruitment activities for a technical company with a manpower strength of 900 people. These are some of the lessons that I've learned as a recruiter:
1. Learn about the jobs, i.e. reporting line, the function, the manspec. You can get the info from the position descriptions and other operating procedures, but it's best to learn from the superiors of the job or the head of the department. Sometimes, it's picking up things between the lines. For example, the company that I worked for generates electricity for its own use. Hence, the electrical engineer that I would recruit will probably be someone with a power generation background. Or as in the case of recruiting marketers, good grades alone don't guarantee that one can be a good marketer...but it's the personal outlook, the personality that drives it.
2. Understand what you're recruiting for. Is it short term, as in the case of projects? Is it long term? That will determine if you're just looking at technical capability and not the wholesome person. Some people have technical excellence but not in terms of personality.
3. Understand the labor market. You may want to use a mix of permanent employment or direct hire contracts, depending on the strategy. For example, if there's a shortage in a particular skill, you may want to hire on contract as this will give you greater flexibility in terms of the remuneration package to be offered.
Challenges faced in HR role (depends on which role):
1. Being stuck in the middle between the management and staff. On one hand, you're supposed to drive the management initiative and on the other hand, you're supposed to take care of the staff. Conflicts may arise between the stakeholders.
2. Understanding the business, the processes, and the people involved. This will help us to strategize as to how HR can assist the business. Perhaps what can we do in the long run that will give the business a competitive edge. Besides strategizing, it also makes it easier to get buy-in when you speak the lingo.
3. Keeping updated on the latest development in HR. We're supposed to be the subject matter expert and advise the organization.
4. Ability to build and manage relationships with the staff, management, and counterparts from other companies. This will come in handy as an information network, or when you need to sell your idea across. I believe that to be a great HR person, one must be genuinely interested in others. Be open and yet, be firm.
5. Believes that emotion shouldn't influence your decision when it comes to disciplinary matters. There are times when we just pity the people when we carry out disciplinary action, but we can't afford to be too lenient as it will create precedence.
That's my 2 cents opinion.
From Malaysia,
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I've had my share of carrying out recruitment activities for a technical company with a manpower strength of 900 people. These are some of the lessons that I've learned as a recruiter:
1. Learn about the jobs, i.e. reporting line, the function, the manspec. You can get the info from the position descriptions and other operating procedures, but it's best to learn from the superiors of the job or the head of the department. Sometimes, it's picking up things between the lines. For example, the company that I worked for generates electricity for its own use. Hence, the electrical engineer that I would recruit will probably be someone with a power generation background. Or as in the case of recruiting marketers, good grades alone don't guarantee that one can be a good marketer...but it's the personal outlook, the personality that drives it.
2. Understand what you're recruiting for. Is it short term, as in the case of projects? Is it long term? That will determine if you're just looking at technical capability and not the wholesome person. Some people have technical excellence but not in terms of personality.
3. Understand the labor market. You may want to use a mix of permanent employment or direct hire contracts, depending on the strategy. For example, if there's a shortage in a particular skill, you may want to hire on contract as this will give you greater flexibility in terms of the remuneration package to be offered.
Challenges faced in HR role (depends on which role):
1. Being stuck in the middle between the management and staff. On one hand, you're supposed to drive the management initiative and on the other hand, you're supposed to take care of the staff. Conflicts may arise between the stakeholders.
2. Understanding the business, the processes, and the people involved. This will help us to strategize as to how HR can assist the business. Perhaps what can we do in the long run that will give the business a competitive edge. Besides strategizing, it also makes it easier to get buy-in when you speak the lingo.
3. Keeping updated on the latest development in HR. We're supposed to be the subject matter expert and advise the organization.
4. Ability to build and manage relationships with the staff, management, and counterparts from other companies. This will come in handy as an information network, or when you need to sell your idea across. I believe that to be a great HR person, one must be genuinely interested in others. Be open and yet, be firm.
5. Believes that emotion shouldn't influence your decision when it comes to disciplinary matters. There are times when we just pity the people when we carry out disciplinary action, but we can't afford to be too lenient as it will create precedence.
That's my 2 cents opinion.
From Malaysia,
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Hi Sober,
The following suggestions are intended to help you in making the best hiring decisions within the limitations of your agency's hiring policies.
Step 1: Things to do Before Advertising the Position
Learn your agency's rules regarding the recruiting process to make sure you understand your rights and responsibilities as a hiring official.
Sit down with the HR person responsible for recruiting for your work unit to make sure he/she understands what type of people you hope to hire. Agree on a strategy for recruiting the best candidates possible.
Rewrite the job vacancy announcement to make sure it provides a clear and detailed explanation of the job. The vacancy announcement should give the real flavor of what the position involves, and should describe the good and the bad elements of the job. Faced with a clear picture of the job, a number of potential candidates may recognize that they would not be a good fit and choose not to apply. (Note: This is a good thing. If an applicant doesn't think that they will be a good fit, you can be pretty sure that they won't be.) Effective job descriptions also enable you to avoid wasting precious time describing the position during the interview.
Step 2: Advertising the Position and the Pre-Interview Process
Advertise the position widely, proactively targeting applicant pools that might be a good source of candidates for the specific job (e.g. colleges for entry level professional positions).
Prepare a list of questions to ask all candidates. Include several different kinds of questions during the interview to determine not just the candidate’s qualifications, but also their interpersonal skills, manageability, attitudes, values, etc. You should be especially alert for candidates who seem to be combative, cynical, judgmental, blaming or manipulative (to name just a few characteristics that can be poison in the workplace).
Analyze each interview candidate’s résumé critically before the interview, and prepare a few open-ended questions about some of the accomplishments described on the résumé to determine if there is real substance to back up their claims.
Step 3: The Interview and Decision-Making Process
Do not hesitate to interview as many as 20 candidates to fill one key position. Remember: your hiring decision could have implications for the chemistry and effectiveness of your work unit for the next 20-30 years.
Trust your instincts. For example, do you have a nagging suspicion that a very strong candidate was not being completely forthcoming in describing why he left his last job? If so, there may well be a serious problem with that candidate.
Assign each candidate a numerical score right after the interview, based on their responses to your previously prepared questions. This will provide you with a simple mechanism to compare all candidates after you finish with the interviews.
Carefully check the references of your top candidates (you may often be surprised by what you learn).
If you interview all of the qualified candidates and none of them are up to your high standards, it is better to re-advertise the position than accept a candidate with whom you are not completely satisfied.
Hiring the best people is a lot of work. It is well worth the time invested, however, as your hiring decisions are among the most important decisions you will ever make for your work unit.
Regards,
A Tandan
From India, Mumbai
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The following suggestions are intended to help you in making the best hiring decisions within the limitations of your agency's hiring policies.
Step 1: Things to do Before Advertising the Position
Learn your agency's rules regarding the recruiting process to make sure you understand your rights and responsibilities as a hiring official.
Sit down with the HR person responsible for recruiting for your work unit to make sure he/she understands what type of people you hope to hire. Agree on a strategy for recruiting the best candidates possible.
Rewrite the job vacancy announcement to make sure it provides a clear and detailed explanation of the job. The vacancy announcement should give the real flavor of what the position involves, and should describe the good and the bad elements of the job. Faced with a clear picture of the job, a number of potential candidates may recognize that they would not be a good fit and choose not to apply. (Note: This is a good thing. If an applicant doesn't think that they will be a good fit, you can be pretty sure that they won't be.) Effective job descriptions also enable you to avoid wasting precious time describing the position during the interview.
Step 2: Advertising the Position and the Pre-Interview Process
Advertise the position widely, proactively targeting applicant pools that might be a good source of candidates for the specific job (e.g. colleges for entry level professional positions).
Prepare a list of questions to ask all candidates. Include several different kinds of questions during the interview to determine not just the candidate’s qualifications, but also their interpersonal skills, manageability, attitudes, values, etc. You should be especially alert for candidates who seem to be combative, cynical, judgmental, blaming or manipulative (to name just a few characteristics that can be poison in the workplace).
Analyze each interview candidate’s résumé critically before the interview, and prepare a few open-ended questions about some of the accomplishments described on the résumé to determine if there is real substance to back up their claims.
Step 3: The Interview and Decision-Making Process
Do not hesitate to interview as many as 20 candidates to fill one key position. Remember: your hiring decision could have implications for the chemistry and effectiveness of your work unit for the next 20-30 years.
Trust your instincts. For example, do you have a nagging suspicion that a very strong candidate was not being completely forthcoming in describing why he left his last job? If so, there may well be a serious problem with that candidate.
Assign each candidate a numerical score right after the interview, based on their responses to your previously prepared questions. This will provide you with a simple mechanism to compare all candidates after you finish with the interviews.
Carefully check the references of your top candidates (you may often be surprised by what you learn).
If you interview all of the qualified candidates and none of them are up to your high standards, it is better to re-advertise the position than accept a candidate with whom you are not completely satisfied.
Hiring the best people is a lot of work. It is well worth the time invested, however, as your hiring decisions are among the most important decisions you will ever make for your work unit.
Regards,
A Tandan
From India, Mumbai
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