It is difficult to overstate the importance of hiring the right person for the right job. Industry experts put the cost of a wrong hire at tens of thousands of Hong Kong Dollars wasting management time, HR time, employee search fees and more. Making the right choice is more than selecting an individual or following a gut feeling; recruitment should be seen as an ongoing strategic initiative and not as a reactive event to fulfil an immediate need. It is crucial to decide up front the kinds of people you want to hire, identify mismatches quickly, and then develop techniques to evaluate the remaining candidates based on the traits you require.
Before a new position is advertised, it is necessary to conduct a skills inventory. This is achieved by interviewing employees who have held the position (or a similiar one) in the past, and evaluating current employees in the specified position. The key attributes required are identified in addition to any specific personality traits which may prove a disastrous mismatch for the job. You may learn, for example, that the job requires strong multi-tasking skills in addition to customer service, and a confidence-lacking individual may soon sink in the position. A crisp job description should identify the ‘must have’ requirements of the position versus the ‘desired’ attributes.
Candidate Profile
A profile for the perfect candidate should be created during the inventory process. Numerous testing programmes are available to help the identification of the winning attributes needed in different positions, or you can create your own. A deliberate screening strategy that can be adapted to both active and passive candidates should be incorporated; and once the ideal candidate has been qualified, this profile should be offered to frontline hiring managers. Interview questions should be specifically designed to explore how far each candidate meets the core competencies needed for the job vacancy. Hiring managers should also be provided with a variety of creative sourcing options for that ideal candidate.
Organisation
The recruitment process needs to be clearly delegated, with a clear and consistent ownership of who screens for what, against what criteria. When the hiring manager discovers a potential high calibre candidate, at least three other managers should interview him/her. Through a process of employment evaluation, a group of mangers proven to be effective at spotting talent can be gradually cultivated. The candidate’s credentials such as education and employment history should always be thoroughly checked. After all, just because people can give good answers and sound impressive—it does not mean they can do what they say.
Strategic and targeted approach
As already stated, companies should regard the recruitment process as an ongoing strategic initiative and not just as a reactive event that fulfils an immediate need. Top candidates usually already have great jobs—so how does your company attract the best talent? Consider advertising your jobs in unconventional ways—affinity groups, expert computer groups or local business networking functions, sponsoring local events, or employee referrals.
It is essential that the employment message is targeted to the appropriate audience. Look for those people in the places where he or she lives and works. For example, if you are looking for accountants, try using an industry publication or collegiate programme specialising in that discipline. Likewise, if you are looking for customer service workers, use a targeted publication. The most valuable employees should be involved in the recruiting process. This step acts to acknowledge their value and importance, and new staff are more naturally regarded as an extension to their department. Creating a climate where staff feel consulted and respected, of course assists in the retention of key employees. Passive candidates are frequently of higher calibre than active jobseekers, and it is therefore advisable to proactively source them. Personal networks are the most common means by which passive candidates gain awareness of potential job opportunities. Employers can leverage these networks in referral programmes, and encourage referrals at all levels by offering pertinent rewards. Compared to normal recruiting methods, referrals are bargains—cutting out agency costs. In addition, the current employee feels a sense of responsibility to guide and ensure the success of their friend.
The importance of building a team
Many decision makers focus on getting people with the right qualifications at the right price—and that is it. It is an easy trap to fall into because it seems to follow a simple logic. This is especially true when a company is expanding rapidly—the immediate need to meet a raising workload often subjugates the idea of building a core team. The lack of a cohesive team building strategy, however, can lead to high staff turnover, dissatisfaction, and lower productivity.
Special attention should be undertaken during and after the interview to determine if the candidate will mesh with the company culture and/or is a team player.
Look to the future
Many analysts predict an increased shortage of specialised talent, and a further heightened state of competition for top candidates. Hong Kong’s unemployment rate is still low at 3.8%, underlining that companies need to become more effective at attracting passive jobseekers away from their current positions in order to obtain the best talent. The trend of decreased loyalty among employees, which results in shorter tenures, also highlights the importance of retention strategies in the future.
Technology has already seen an expansion of the virtual workforce. However, as technologies continue to expand in the areas of social networking websites and mobile technologies this is likely to influence recruitment strategies in a deeper way in future. Collaboration, and sharing information over the internet is set to change the way employers target their job search and locate key talent. Expect new creative developments in this arena and make sure you stay abreast of them.
Paul Arkwright
Publisher
