Open your eyes, Avoid Recruitment Myths

Open your eyes, Avoid Recruitment Myths: The most important responsibility of a Talent Manager

Talent managers are often expected to perform quick recruitment of right people for various new as well as replacement positions using optimum amount of resources. Considering the fact that all recruitment concerns are legitimate and equally important to be addressed , managers should be careful not to allow recruitment myths to hamper the decisions regarding the most efficient and effective course of action on business ,i.e. critical hiring.

Myth 1: Filling a huge number of hard to fill positions is nearly impossible.

A hard-to-fill position is that position which demands a unique or specialized skill set that can sometimes be difficult to find either because only few people possess it or because many companies need it. Competition for such people with scarce and in-demand skills is usually quite high. Geographic location is also one of the factors contributing to the difficulty of finding the right person for a hard-to-fill position. Either the local talent pool is too small or  the location itself may not be attractive to viable candidates.

Managers who succumb to pressures of this situation are usually unaware of the approaches to attract talent pools and source creatively enough to fill the volume. They need to understand the parameters of what makes the job hard to fill in the first place, and then to mine underutilized sourcing channels to build specifically skilled candidate pools.

Talent managers can start their hiring process by investigating into their competitors’ talent pool to find candidates with experience or explore colleges for acquiring fresh graduates with relevant degrees. They should strategise motivational approaches for ensuring flexibility in qualified candidates to move to geographic locations as well as offer such incentives so as to make the company more attractive than competitors. Talent managers requiring candidates with specific skill sets, to be utilised either in the present business scenario or in future course of action can utilise the aid of various popular social media tools for reaching out people and creating domain/skill specific communities. Such strategies ensure high volume of candidates for filling the hard-to-fill positions.

Myth 2: Hiring for quantity means you need to sacrifice quality.

When hiring a lot of people in a short period of time, the speed imperative can make it feel like quality will have to suffer — but the truth is it doesn’t have to. In order to maintain candidate quality when moving quickly, managers need to divide the tasks among teams of recruiters. By doing so, managers can drive more of a lean approach to managing the volume. It’s the same principle as Henry Ford’s assembly line: While it takes a long time for one person to build one car and manufacturing that one car is very expensive, it is much faster to have teams of people building specific parts of many cars; and the more cars you build, the less expensive they are. This model can work just as well in recruitment; it’s efficient because the workflow is streamlined. Taking a lean team approach to driving volume hiring can help maximize candidate quality as well as efficiency.

Myth 3: Recruitment Process Outsourcing (RPO) takes control away from you.

 Talent managers are often mistaken when they assume outsourcing means relegating control of their recruitment efforts to some mysterious place overseas. Where as in reality, many RPO providers that avoid the call-center model are quite efficient to provide companies with a measurable and scalable solution for building collaborative relationships with their clients. Their reporting provides full transparency and cost-per-hire pricing models for accurate insight into ROI.

Reliable RPOs work with clients to set standard parameters by which the provider can be measured, monitored, audited and managed to achieve the client’s goals. By specifying expectations and the RPO provider’s deliverables in a clearly defined partnership agreement, managers can have more control over the results of recruitment efforts.