Tag Archives: recruiting process

How To Decide Who To Hire

Hiring the right talent for your company and your team is critical for anyone interested in growing and scaling their company, team, or organization.

THE COST OF A BAD HIRE

Making a bad hire can have drastic consequences, not only financially but also to team morale and overall company health.

A bad hire is not only a major inconvenience, but it can also cost thousands of dollars.

The average price to replace a millennial that was a bad hire is over $20,000.

Do this too many times and you could see yourself out of business very quickly.

AVOIDING MAKING BAD HIRES

It’s more important than ever to make sure that you have the correct processes, structures, and procedures in place to ensure that you make the right hires.

Sometimes you may end up with more than one great candidate for a particular role and it may be challenging to decide who’s the best fit.

Without the proper structures and processes in place, you will leave yourself vulnerable to making these costly mistakes.

It’s worth the time and effort needed to put these measures in place and to lower your risk of making a bad hire.

DON’T JUDGE A BOOK BY ITS COVER

First and foremost, one of the things that we make sure to do here at Aldebaran is to never judge a book by its cover.

Deciding who to interview based on a resume is critical.

You obviously don’t want to interview people that don’t look like they have the requirements for the job.

But you also don’t want to put too much stock in a resume.

Keep in mind people have varying skills at writing resumes and a resume is not fully representational of a person.

You have to be able to see through the resume in order to be able to decide who the best people are to talk to.

Often times a resume will leave you with more questions than answers.

You want to make sure you aren’t bringing too many preconceived notions to the picture.

ASKING THE RIGHT QUESTIONS

Your interview process is going to be the most important thing when it comes to hiring the right talent.

The number one mistake interviewers tend to make in interviews is they lead the witness.

In other words, they ask questions that are too simple to be answered with a yes or no question.

It’s important that you don’t make it too easy for a candidate to tell you what you want to hear.

Interviewers often ask questions like, “have you worked on digital marketing campaigns before?” That is an easy yes for anybody.

People tend to tell you what they think you want to hear to be as strategic as possible when it comes to getting the job.

You have to form your interview questions in a way that teases out the answers that you want.

Don’t ask, “do you work on digital marketing campaigns?”

Instead ask, “tell me about the types of campaigns that you’ve worked on?”

Don’t ask, “do you work well in a fast-paced environment?”

Instead ask, “tell me your ideal work environment and what type of environment would you say that you thrive in?”

You want to have them go into as much detail as possible.

OPEN COMMUNICATION AND FULL DISCLOSURE

Often it’s important to open the communication and invite candidates to be honest with you.

We are very conditioned to tell people in an interview what we think they want to hear.

It’s your job as the interviewer to be straight with your candidates.

Let them know that neither of you wants to work together if it’s not the right fit.

Give them full disclosure that you’re going to ask questions and they should be as honest as possible so that you can both gauge if it’s the right fit.

That kind of transparency is critical when actually getting to the core and asking people questions.

INTERVIEWING AND HIRING FOR CULTURE

Another critical aspect that you need to be able to interview for his culture.

Culture is key and tends to be more important than hard skills.

If you get the right person that fits with your culture, you can teach them certain things and fill certain gaps much easier.

The first step to interviewing for culture is having a well-defined culture in your company.

If your company doesn’t have a well defined culture that is present and alive with your employees, then there’s no way you can interview for it.

If you do have a well defined culture in place then you should have core values and a core focus that you can interview people for.

You can ask people what kind of culture is best for them. 

You can ask for examples of problems that they’ve solved or challenges they’ve had in the past.

And ask for examples of things that they like and don’t like with current or previous companies.

We also recommend after those questions that you go over your core values and culture with them.

You want to tell them what the expectations would be inside the culture and core values.

Then they can make the decision for themselves whether or not the culture is the right fit for them.

TESTING YOUR CANDIDATES

Many employees come in to a job and are surprised by things they should have been informed about during the interview process.

You don’t want employees to be surprised by the hard skills required of the job or the culture of your company.

It’s critical from a hard skills perspective that you figure out a way to test your candidates that come through.

This can be simple with technical roles because you can do coding tests and reprogramming tests. 

It can get a little bit more tricky with people in marketing and client services.

With somebody who is a creative, it’s a good idea to give them a writing test and of course to look at previous samples of their work.

For someone who is more of a campaign person, you may have them do a mock campaign, project or presentation.

The bottom line is you want some way to test and see how they would do the job that you would be hiring them for.

You cannot take people solely on their word.

You need to be able to see it and have it be part of your interview process.

REFERENCE CHECKS?

Reference checks are becoming a thing of the past, are becoming less and less relevant and not the best use of time in today’s fast-moving market.

The reason being is that no one is ever going to give somebody a bad reference.

Where a reference can come in use is if you’ve got two candidates and you can’t decide between who to hire.

Then you can check references on them both to see if one of them is more glowing or better than the other. 

That is the only time we recommend doing reference checks.

If you’re on the fence about hiring someone this could be another possible scenario for doing reference checks.

You can speak to their previous supervisor and ask candidly about your concerns with this person.

These conversations need to be done correctly though so that you can level with that person and get accurate answers about your concerns.

Some references are going to be more honest with you and some will just be more ingratiating with their candidate.

WHAT TO DO WHEN YOU HAVE A TOSS UP

At the end of the day, if you need to decide between two candidates in terms of who’s going to be the best fit then we recommend you look more at culture.

They likely have similar hard skills so you should talk with your team about who is going to be the best long-term fit for the company.

You want to figure out who is going to fit in best with your group and who is going to be the embodiment of your core values, etc.

Bottom line is that the best culture fit is going to be more important and the harder thing to find. 

IN CONCLUSION

Incorporating these tips into your interview and hiring process will go a long way in hiring the right people.

We recommend having your interview process be a standard process that all candidates go through and that it be the same for everybody.

Standardized process allows for you to make changes if needed and it’s critical that you are constantly looking to learn and grow.

Happy hunting!


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Have questions or want to find out about working with us? Let’s chat! 

https://aldebaranrecruiting.com/looking-for-talent/

What Is Full Cycle Recruiting And How Should You Use It?

full cycle recruiting

Today we’re defining full cycle recruiting and giving some tips around two different stages of full cycle recruiting.

The intention here is also to give some insight for those of you who are full cycle recruiters on how to increase your effectiveness.

Being a strong full cycle recruiter is something that is a never-ending game of becoming better.

Whether you’re an external recruiter working for an agency or an internal recruiter working for a brand, your goal is to become the best recruiter possible.

If you’re a business owner or a hiring manager overseeing a team, you want your recruiters to be constantly learning and growing.

You want to make sure that you’re learning and partnering with them as much as possible as your part is critical in being able to hire the right talent.

If all parties are engaged in the recruiting process you’re going to have a major competitive edge in being able to hire and retain the best talent in the market.

It is not your product or your service that makes your company.

Your talent makes the money and the difference in who your business is in the market.

WHAT IS FULL CYCLE RECRUITING?

Full cycle recruiting is just a fancy way of talking about the entire recruiting process.

The recruiting process begins with identifying and prepping the need for a role.

This could be a new role due to growth and expansion, restructuring, or an open role that is required to be filled, also known as a backfill.

The fully cycle recruiting process starts with preparation for the role and ends with onboarding the new employee.

Onboarding is bringing somebody in on their first day and ensuring that they are set up to win.

A recruiter manages all the pieces in between this beginning and end of the process.

A full cycle recruiter doesn’t do all of these things alone.

There’s a lot of influence from owners, team leaders, peers and other team members and it’s important to keep this in mind.

A good full cycle recruiter knows how to partner and engage and leverage the other internal resources mentioned above.

PREPARATION: THE FIRST STAGE IN THE FULL CYCLE RECRUITING PROCESS

The first stage is often the stage that most recruiters make mistakes.

Like anything, if you don’t begin with a solid foundation you’re going to have issues along the way.

That first step in your preparation is critical for any role, whether you’re a recruiter, a hiring manager, a business owner or anybody else looking to hire.

Often times the proper prepping starts with identifying what your need is and making sure the details get flushed out as much as possible.

You want to be clear on what you need in that open seat, both from a hard skills perspective and from a soft skills perspective.

It’s in this initial preparation stage that you want to get really clear so that there is minimal calibration as you start interviewing.

There’s always going to be some level of calibration as you learn things along the way.

As you talk to candidates and see what’s on the market, this can’t be avoided.

You want to do as much legwork initially to avoid major recalibrations.

This will avoid slowing down the process and avoid having to start over from the beginning.

MINIMIZING THE TIMING OF OPEN ROLES

You want to be able to minimize the amount of time you have an open seat.

Open seats are money drainers and morale drainers on your company and your team.

With your initial prep work, it’s critical to get clear about the hard and soft skills needed for the position.

You want to see how the position fits in with the organization, as well as the ideal profile of what that person is going to be like holistically.

You also want to see if there are certain companies that you do and don’t want to potentially hire people from.

It’s important at this point too, that your interview process is flushed out and settled.

You don’t want to be inventing the wheel as you go.

Your company may have an interview process, but you’ll want to see if there’s anything unique or special that needs to happen with each role.

SOURCING: THE SECOND STAGE IN THE FULL CYCLE RECRUITING PROCESS

Once you move on from the prep stage, you move into what’s known as sourcing.

Sourcing can have different steps, but this is the place where a lot of recruiting rubber meets the road.

This is where a recruiter earns their keep as sourcing is an art.

A good recruiter knows that they will constantly be evolving in this area.

The key to effective sourcing is truly understanding what the role is.

This is why the initial prep is so important.

When you understand the need for the role and what the ideal candidate looks like, you’ll be able to effectively source for the position.

You will be way more effective than somebody who has a foggy picture of what the archetype for the role is.

The key to sourcing is in the right balance of quality and quantity.

You’ve got to be able to get the right volume of people, but they also have to be the right quality.

It’s important to cast a wide net and be able to reach out to a lot of people in a short period of time.

It also can’t be too wide of a net as you’ll be wasting time talking to too many people that aren’t good fits.

So your sourcing should be proactive and using resources like LinkedIn or other places where your specific type of talent lives.

The most important thing with sourcing is that you cannot rely on job boards.

Job boards and inbound submissions can be a supplement to your search, but you don’t want to rely on just collecting resumes.

SCREENING: THE THIRD STAGE IN THE FULL CYCLE RECRUITING PROCESS

After sourcing, you move onto what’s sometimes called the screening or selection process.

This is moving candidates through your interview process and every company works different for every position.

At the end of the day you want to make sure you have a streamlined process that is a good experience for your candidates.

You also want to screen candidates in a way that includes testing their hard and even their soft skills.

You want to get an actual idea of how they would do the job once they’re in the seat.

Too many companies rely on candidates telling them whether they can or can’t do the job, but you’ve got to actually test them.

KEEPING YOUR SCREENING PROCESS STREAMLINED

We recommend that the screening and selection process be as efficient and quick as possible.

Ideally your screening and selection process should not be longer than three weeks.

The market is too much of a candidate driven market right now for you to be spending too much time moving people through your process.

This can be challenging with people’s schedules, but 2 to 3 weeks is a good amount of time to move people through.

Once you move out of the screening stage, you move into what is called the hiring stage, the negotiation stage or the offer stage.

After you’ve moved several candidates through your screening process then you can narrow it down to the best one or two.

THE OFFER STAGE

Making offers to candidates is an art and we have written other blog posts about this that we recommend you check out.

The important thing in the offer stage is making sure candidates’ salary expectations are within the ballpark of your budget.

Some companies think it is a good idea to make lowball offers in the beginning because it allows the back-and-forth.

Making lowball offers is not a good idea as the last thing you want is to take all the steam out of their sales.

Most people will not admit that this happens but in fact this happens all the time and will actually sour the negotiation process.

The last thing that you want to do is make a competitive offer but not leave room for a little bit of negotiation.

Everybody wants to feel like they got a better deal and everybody wants to feel valued.

The offer and the negotiation stage has many psychological components to it.

It is critical that you have people coming on to your team are happy, excited and feeling valued before they even start.

THE FINAL STAGE: ONBOARDING

You want to make sure your onboarding process is organized so that candidates continue to have a good experience.

This is their first experience as an employee and it needs to be solid.

They need to be taken care of and feel informed and have clarity around what the expectations for them are.

Weak on boarding is a mistake that leads to a lot of people leaving roles earlier and has a lot to do with talent retention.

IN CONCLUSION

This is a very high-level look at full cycle recruiting and some tips about how you can increase your effectiveness and efficiency. Now that you know what full cycle recruiting is, you’ll be able to better implement the process the next time you’re looking at hiring new talent.

Hope this helps and best of luck!


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