Recruiting stupidity

Sometimes we get an unexpected lens on the profession. Too often we look from our own position of knowledge and insight and not often enough do we put ourselves in the shoes of a user, whether as an employee or candidate. We talk about “candidate experience” and the role of technology in providing this and  we applaud ourselves on the implementation of systems that improve our speed to hire.

And then we have the chance to look at it from the position of the candidate.

I had this opportunity to do this recently as my daughter applied for Christmas temporary roles with some of the biggest brands on the high street. And I’m here to tell you that your approach well and truly sucks.

Hold in your mind that we are talking about temporary roles here. Maybe four or five weeks. We are talking part time, low paid, customer service roles. We are generally talking about roles that get little training or direction and that are insecure and  disposable.

Which of course is why you need to have an application process that takes on average an hour per role, that includes psychometric testing and situational judgment tests and that results in a standard email telling you that someone will contact you. Which they never do.

Could it be that she just has bad luck? Maybe. But when I talk to her friends they all have experienced the same treatment. And two years ago I had the same experience with my son, resulting in this brilliant message exchange (it was January).

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So of course, your brand just looks a bit stupid and a bit out of touch. When you’re 16, 17, 18 you don’t understand why companies use such laborious and clunky approaches and particularly not as part of an exchange that doesn’t feel fair. You want me to complete all these hoops and hurdles for a minimum wage job with a life expectancy of weeks? No thank you very much.

So yes, it might make life easier for your resourcing teams, but frankly it makes you look stupid. Many years ago I was responsible for recruiting 20,000 Christmas temps for a UK wide high street brand. We put posters up in store asking candidates to speak to the manager inside – ridiculously old school, but funnily, that always seemed to work. And the candidate ALWAYS got to speak to a human being.

Now that’s candidate experience.

 

 

 

 

The myth of the external candidate

I’m always slightly nervous when it comes to comparing internal and external candidates. In many ways it is like moving house. On one hand you have you have the wonderful description of a potential property and beautifully taken photos and on the other, you have your current abode, lived in and known.  You can take a few visits, have a look around, you can even get a surveyor’s report, but it will never amount to the knowledge and experience you have from years lived within, learning the good the bad and the indifferent.

Of course there are ways you can be more objective about the comparison, you can run aptitude tests, profiling and be as structured in the assessment as possible. But I’m not sure you can ever completely counterbalance the opportunity of being unknown. Let’s take something like stakeholder management. An external candidate will give you examples of where they’ve been successful, how they’ve managed competing demands and ultimately you can only assume this to be true. The internal candidate may tell you the same, but you’ll also have the feedback from the stakeholders themselves.

The only way I’ve found to approach this situation is to add in the equivalent of a balancing number. On one hand assume that the external candidate will be 15-20% less good than you assess them to be. On the other add a factor for growth to the internal candidate, based on your knowledge of their current performance.  Then look at the two adjusted performances and try to make a comparison based on this revised approach.

Ultimately, if an internal candidate can get within distance of the external candidate based on this assessment it feels like the right thing to do to allow them to develop and grow. It’s not the most scientific approach, I grant you, but in the absence of anything genuinely more objective, I’ll be sticking to my old school ways.

That’s not a gap, not if you look from over here…

The BBC ran an article this weekend highlighting the gender pay gaps of a number of companies that had already reported. The original article is here.

Already we’re starting to hear some interesting responses to the debate that it has raised:

It’s the wrong metric
The situation is complex
We shouldn’t confuse this with equal pay
Women aren’t as good at asking for raises
Sorting this could be bad for women

The over intellectualisation of the situation runs a massive risk of missing the unmistakable point:

The world of work has been designed to be discriminatory.

That’s not to say that individual organisations have gone out to structure their workforce in particular ways to discriminate against any specific group, just that the world of work over a number of decades has become biased in many different ways and we have been complicit by failing to interrogate it with the level of granularity that it required.

It is absolutely right to say that the issues are systemic in nature, for example the gender imbalance between pilots and crew isn’t (I would imagine) the result of direct discrimination. But, that doesn’t mean that it isn’t wrong and that it doesn’t need tackling.

My biggest fear on this issue is the level of mansplaining that is taking place to justify the figures. We are immediately looking at criticising the data, rather than embracing it. At the same time, we need to support and not belittle companies that are publishing gaps. Ultimately progress will be achieved over the next two or three years and that is when we should be judging people based on progress.

The factors that have led to the current situation are multi-faceted and complex. The solutions will be equally complex and multi-faceted. You don’t change a system overnight. But we will make absolutely no progress unless we accept the basic truth that we have a problem.

And that problem isn’t just about gender, it’s about race, disability, it’s about socio-economic background and ultimately it is about fairness. So let’s not try to explain it away, let’s walk forward together with confidence, courage and a single unifying purpose, to make our organisations better and fairer, for now and for the future.

Are we there yet? The art of onboarding.

So you’ve made the hire, done the deal, the offer has been sent and accepted. Now you just have to wait until they’re finished in their current gig to join. Job done.

Or is it?

That period between offer and commencement might be a chance to get on with things for you as a line manager or recruiter. But what about the candidate? What is going on for them and how can you possibly help them during that interval?

As a candidate you’ve been through the competition, you’ve landed the prize, you’ve won. You’ve the sense of elation, the satisfaction, the excitement. And now the wait…

It is a funny period of time psychologically, you’re neither one place or another. You have hopes for the future that you can’t fulfil and attachments to the past that are slowly separating. It is the ultimate transition.

First of all, don’t forget communication. Stay in touch by text, by email, with a call. Especially when the notice period is long, maintaining contact can maintain the positive bond that has been made during the recruitment period.

Think about the sorts of materials or information that you can send in advance – are there business reports, structure charts, handbooks or brochures that go beyond the offer pack that would be helpful?

How can you prepare them for day one? What practical and helpful information can you make available to them? Where will they be, what will they do, what should they wear, where can they get lunch, what do they need to bring?

How can you maintain engagement beyond your personal relationship? Think about the opportunities to meet other people, to attend company events, to have a coffee or a breakfast or a glass of wine. Start creating the supportive network before day one.

Onboarding is more than paperwork, it is about the psychological transition from one organisation to another, from one state to another. Done well, it can not only enhance your employer brand, but also increase the speed at which your new hire starts to be productive and at ease in both the organisation and their role.