HomeFuture of Work5 Ways Recruiting Has Become a Collaborative Process

5 Ways Recruiting Has Become a Collaborative Process

Hiring the wrong candidate doesn’t just affect the hiring manager; it affects the company as a whole and the people that work hard to keep it afloat. If someone is not on board with the values and goals that your business wants to uphold, it can be detrimental. Bad hires waste time and resources. How do you know if your next hire will mesh with the ecosystem of your workplace? You collaborate.

 

Team hiring has become more commonplace because employers are realizing the importance of everyone being on the same page. There are benefits, monetarily and otherwise, to be gleaned from distributing the recruitment process workload across the office. If done correctly, you will save money, boost employee retention, experience less burnout, and more! Read on to find out the ways in which the HR field is moving in the right, collaborative direction.

 

1) Employees showcase the company goals and values.

 

Getting the team involved in the hiring process pays off in terms of attracting the right talent. In fact, employees may be the best ambassadors for your company. 75% of job seekers consider an employer’s brand before even applying for a job. It is obvious that taking the time to establish employer branding with plenty of team input will do for your hiring performance. Testimonials from inside the workplace will give potential applicants a sense of what they can expect if hired. This results in not only more candidates, but better quality hires that are already on board with the views of the existing employees. 

 

2) The picture of the ideal hire becomes clearer. 

 

In addition to presenting the right image to potential candidates, working together also creates a better image of which candidate would be the perfect fit. Rather than selecting candidates who can hold the best conversations with the interviewers, modern companies are starting to think critically about the ideal hire. Ideas from the whole team give a broader sense of who will mesh and lead to a more complete list of characteristics and skills to look for in a candidate. The key is to use this list of requirements the team came up with to form job descriptions that depict the ideal hires. This way, unqualified candidates are much less likely to apply, and you can focus on shortlisting the quality candidates for further evaluation, saving tons of time in the process.

 

3) The value of employee networks is being realized.

 

Employee referrals are rarely implemented, but when they are, they result in more successful job matches and quality hires. With rules in place, employee networks can provide the perfect fit more easily and quickly than any other sourcing technique. As long as you set guidelines and offer an easy way to suggest candidates, such as a sourcing extension that automatically inputs potential candidate data into your applicant tracking system, your candidate quality will increase.

 

Offering incentives is another tactic that employers are using to boost employee participation (rather than forcing it). Having a say in the overall work environment will increase morale and camaraderie, as well. It’s ideal that employees will want to refer quality candidates for the good of the company. If a company’s culture is solid, this works to their advantage. If yours is lacking in the culture department, start acting on it today.

 

4) Interviewing as a team unveils candidate personality.

 

It’s not just about sourcing. Interview techniques are being implemented that involve everyone in the office. This may seem overzealous, but it isn’t as labor intensive as you would think. An interviewee will always put their best foot forward, so employers are being creative in order to see through this facade. The best way to do so is with unusual interviews.

 

Rather than sticking to the norm of one interviewer running the show, conduct a ‘team test’. To give an example, Julie Gurner, doctor of psychology and advocate of all things productivity, favors the practice of team interviewing. The true interview starts as soon as the candidate meets the first member of the team. Throughout the process, the direct team members they could be working with will meet the candidate. This way, they can fill out score cards based on desirable personality traits that the candidate expressed (or did not express). This gives everyone a say in the decision, and the candidate is less likely to have prepared for these interactions so they will be natural and unrehearsed.

 

Team hiring takes the stress off of the individual and thwarts unconscious biases.

 

When the entirety of the hiring is delegated to one or two HR personnel, they may buckle under the pressure. Considering cost-per-hire is highly dependent upon time until hire, HR may have a strict deadline. This causes fatigue and, sometimes, quick decisions that are influenced by biases, whether they are intended or not. Unruly HR management (i.e., Uber) has been all over the news as of late. This is causing companies to rethink their strategy, particularly when biases are influencing hiring decisions. With more people weighing in on hiring decisions, there is less of a chance that biases, intended or not, are swaying the outcome.

 

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