Your Managers are Sabotaging your Recruiting – Part 2: A Little Prep Goes a Long Way

In my last post, I wrote about how your efforts to build a dream team are being thwarted by managers who fail to share your sense of urgency, who stall the process and withhold feedback.  Sadly, there are other ways that your team is slowing the growth of your company, by hindering your efforts to attract and impress the best prospective employees.  The next offence is the manager who fails to prepare.

SIN #2 – “Who are you and why should I care?”

You would probably fire a sales person who went into a pitch knowing nothing about the prospect, but do you know how often your interviewers  fail to prep adequately for a meeting with a potential employee.

It is all too common that a resume is quickly reviewed in the 5 minutes between the calendar alert and the meeting.  Not only does the quality of the interview conversation suffer, but you’ve failed to impress upon this person that they will be valued as part of your team.

The excuses are noble.  Your interviewers have important jobs, and their work performance is measured on tangible results that are not directly linked to recruiting.  So an interview that pulls them away from their ‘real job’ feels like an interuption.

But will you land the top employee prospects if he or she is made to feel like a nuisance?  And will your organization seem truly dedicated to growth if your team is sending the message that it doesn’t respect the time and effort of a qualified candidate.

Here are some simple tips:

– set calendar reminders at the beginning of the week and at the start of each day for all upcoming interviews

– attach resumes and all interview notes, including those from your recruiter or from previous interviews to the calendar event

– use tools like google docs to share notes, if not a proper candidate tracking tool

– make sure your interviewers are confident in their interviewing skills by providing training and sample questions

– set specific interview objectives, outlining the skills that each interviewer needs to assess in the meeting (technical skills, leadership style, overall fit)

– and lastly, be sure that everyone knows that their role is also to be interviewed and to help land the candidate; so prepare them to answer questions from the interviewee and explain why they love the company

So, set the expectation with your employees that interviews require planning, and model the right behaviours at a leadership level.   If you drive through the organization a message that hiring and growth is a priority, your team will do their part to help you attract and hire great people.

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