Rule candidates in, not out! How internal recruiters can hurt the process and what they can do to change it!
Agency recruiters look away, I am going to provide some advice to my fellow internal recruiters to assist them increase their direct fill rate.
As an experienced agency recruiter, I always tried to identify someone who was 100% on the mark for a vacancy I was working on. After a number of instances where the candidate was able to “hit the ground” running, but ultimately got bored and left because of the repetitive nature of their work, I changed my way of thinking… I asked my hiring managers whether they wanted a quick fix or someone who would grow and stay within the team. Being that the average tenure of IT Professionals in the same position/organisation is 18 months, was I doing my clients a disservice by finding them a “perfect match” for their requirements?
I began investing more time in my clients, understanding the nature of their business and realised that whilst most were under the pump continuously, having someone slightly more junior in their teams, who the senior members could mould and impart years of wisdom on to, was a more strategic approach to filling a void. The negative side of this was that as an agent, it was hard to justify charging the same fee for someone who couldn’t really do the job 100%.
Flash forward to where I am now. I work for a Global technology company that appreciates diversity, encourages diversity, promotes and sells itself to its employees on its diversity. My “consultative approach” to talent identification is now beginning to pay off.
Hiring managers are increasingly having buzz words painting apocalyptic pictures such as “War for Talent” thrown at them. The fact is there is no war. Talent Identification is and has been at peace for quite some time. The problem is that we rely too much on automated systems to do our job for us. We need to bring the people back into the system. We need to ask what workload can hiring managers really handle. We need to provide opportunities for growth firstly to our internal teams (all vacancies should be given to current team members to apply!) and then to the external market.
Hiring someone internally and training them in new technologies (or giving them to the opportunity to gain new skills) achieves one thing that is lacking from the employment market these days… It builds loyalty. Employees are always looking to do the right thing by themselves, which means continually attempting to climb the corporate ladder for greater financial or professional reward.
If they are not given the opportunity to enhance their skills within your company, then they will search for this elsewhere.
Don’t forget the main motivators for staff to seek new opportunities (in no particular order.)
2. Position/Work duties
3. Working conditions (hours/team/company culture/work-life balance)
4. Lack of training
6. Lack of career opportunities
In my opinion, your next step will be to go to market for someone who can step up into this position or hit the ground running. The latter will always be the obvious choice, however when you factor internal systems and processes that are required to be learnt in order for someone to be 100% efficient and “hit the ground running”, the former seems like a better option to an employer.
You allow someone who has not been given the opportunity to progress their career to do so within your organisation. You allocate senior members in your team mentoring responsibilities which will grow their skill sets. You now have 3-6 months’ worth of training and “ramping up” covered off by the new member of staff who in this time, would have (ideally) picked up a whole bunch of new skills, which in turn, is repaid with loyalty and appreciation to you as a manager.