When recruiting gets tough

I’ve mentioned before that I started my career in a recession and how the process of getting my first job was utterly soul destroying. To this day, I still have the rejection letters that I received from the hundreds of companies that bothered to reply as a reminder of how it feel to be on the receiving end. The letters are almost uniform in their nature, with banalities mentioning the number of candidates, the fit to the role, but with little specificity or anything of any help.

A quick scan through Linkedin will show you that many are in that current position. And with headlines in the news about the thousands of applicants for roles it can all feel bleak and difficult for candidates. At the same time, hard pressed resourcing teams are finding themselves faced with increasing numbers of applicants and in many cases, simply do not have the time or resources to handle the new volumes in their existing processes.

It is a tricky mix. But one that those of us in the industry need to work through.

We need to automate but not depersonalise – automation can be a big help, many organisations will have a system of some sort for recruitment. But at the same time, we need to understand the impact that a cold automated email has on the morale of those seeking work. The wording that may have been acceptable six months ago, may seem clumsy and uncaring now.

We need to balance the effort of the applicant with that of the resourcer – there is a temptation to introduce a whole load of exercises or tests to reduce the number of applicants. That’s fine, but if you’re going to ask an applicant to spend an hour of their time to do these, you better provide them with something more than a simple email. The more you’re asking candidates to put in, the more you need to give back.

We need to be open to all – I’ve seen a lot of well meaning people say that they are going to prioritise those who have been made redundant. Others copying and pasting statements about being willing to help “anyone they’ve worked with in the past”. Whilst I understand the sentiment behind these, they’re both discriminatory and unfair. We cannot know the background of all our candidates, so we need to treat them all the same.

We need to ask for what we need – The qualifications shambles that has taken place over the last few weeks should act as a blunt reminder that qualifications are not a good means of selection. Nor is asking for prior experience beyond the needs of the role. Now more than ever, we need to specify only those things that we need, it may increase the number of applicants, but it is also more likely to get you the best hire.

We need to be humble and care – Every applicant is a person, a human being, with a unique story. They’re not a candidate number or a CV. Our focus on candidate experience should increase during this time, even if our approach to it needs to change. We may not be able to handle things in exactly the same way as before, but we should care about candidates equally, if not even more.

Hold your nerve

I can’t tell you the number of times I’ve arrived at an event, a dinner or a networking session and walking into the room it appears that everyone knows everyone else. And of course, I know no-one. My mind searches to try and understand which magic black book I don’t have access to, which club I’m not part of. And how on earth I’m going to cope with the next period of time amongst strangers.

A similar experience struck me recently when I joined a new fitness class. Everybody looked so adept, so well drilled and rehearsed and there was me flailing around like Bambi on ice. The dread of attending staying for the first four or five sessions, feeling that I would be the incompetent in the room compared to the others who clearly must practice every waking hour to be able to do so well.

And of course, joining a new organisation. The way in which people speak, the knowledge they have about how things are, how they were and how they need to be. Their confidence and understanding, the well rehearsed patterns and protocols and their seemingly effortless delivery. As a new starter, you just bounce around the edges feeling incompetent and out of your depth.

With the passing of time we realise that people are just making small talk at the event, there are others stood on their own, those that know one another are welcoming and inclusive, you can interact as much as you like.  At the gym, the routines are known, but the execution is patchy, the guy catching his breath, or missing out a couple of reps because of fatigue. The new colleagues at work have a pattern, but they still have problems they can’t solve, they have a shared history which includes their collective mistakes.

As our brains seek to make sense of situations, they draw patterns, make assumptions and are drawn initially to simplicity. Our fears and concerns express themselves in worries of inadequacy that we need to control and contain. Time gives us data and data provides contradictions. There is no perfect system, or perfect individual, there are flaws and imperfections everywhere if we choose to observe.

At the end of the day, we’ve just spent longer with ourselves and observing our own, no wonder we notice them first.

Confidence and humility in leaders

One of the joys of my job is the ability to observe people performing in their roles as leaders. The psychologist in me loves the field study presented every day. Over the last 25 years I’ve had the fortune to observe a number of hugely successful leaders perform live in their roles and to see the rise (and sometimes fall) of many others.

Amongst the most successful, those that no only lead their organisation to success, but who manage to do it whilst remaining generally popular, liked and trusted, there exists the ability to manage one of the most important tensions in leadership. That between confidence and humility.

For decades, we’ve approached appointments into leadership with an unnatural focus on confidence. We base our assessments around it, we appraise and review people against it and, particularly in the West, we have made it a central part of our definition of a leader.

Given this, it is perhaps unsurprising that many of our corporate scandals have resulted from a level of over confidence bordering on arrogance. When you create a boardroom full of over confident (normally) white (normally) men, throw in a large dose of confirmation bias, the relentless pursuit of a collective goal is both a strength and a fundamental weakness.

What great leaders and leadership teams bring, is the counterbalance of humility. In fact, as we see public demands for greater transparency, better governance and a broader social purpose, it would be fair to argue that the need for humility becomes even greater.

The relentless pursuit needs to be balanced with collective responsibility, a constant awareness of strength and weakness, a collective conscious and the willingness to understand and accept when things have gone, or are going, wrong. Simply put, the best leaders are able to accept that they cannot, and will not, always be right. And they are ok with that.

For those of us that work in and around HR, recruitment, leadership assessment, our challenge is how we help to redefine the established norms in our organisations and work. We all need leaders that aspire us, who breed confidence and hope and who will follow over the top. But we also need those that are strong enough to admit that sometimes, they’ll get it wrong.

 

Beliefs, behaviours and systems

The beginning of any year always coincides with commitments to do things differently. Whether in our personal lives or in the workplace, there is something about the reflection caused by a change in year that leads to a desire to change. You only have to ask gyms and health clubs to know this is true.

You also only need to check back in with the same gyms and health clubs one or two month later to know that so many of the commitments just don’t stick.

Anyone that has worked in a team for any period of time will have been through a similar inflection point, with a desire to make a change, make things different, to sort things out. And similarly, most will have seen them fail.

There are three things that are likely to make a change more effective, whether that’s a personal fitness goal, or a work based initiative. Beliefs, behaviours and systems. Unless all of these three are present in some form or another, you’re likely to be disappointed.

Beliefs – Do people really understand and want to make the change that you’re trying to achieve? Do they believe that the steps you’re outlining will actually make the difference? Do they really want a new, different, reality?

Behaviours – Are people really willing to take their personal responsibility to do something differently? Do they recognise the way that they behave supports and reinforces the way things are right now?

Systems – Are the structures and processes that we have in place reinforcing where we are now? Do we need to add something new in, or take something away? Does the environment support the different outcomes we want to see?

(NB. I’ve used the plural, but the singular equally applies if you’re making personal change)

Whether we are applying this to the desire to get fit, stop drinking or stop smoking. Or whether we are applying this to the desire to have better team meetings, better decision making, or simpler governance. Essentially the same three criteria apply.

Whatever change you’re tackling in the new year, whatever outcome you want to achieve, spending a few minutes evaluating these three component parts is  more likely to lead to sustained success and less likely to lead to the February blues.