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I am a Recruiter – I build organization

Source | LinkedIn : By Dhanashree Raj

Hiring blunders could prove very expensive to the organisation. An organisation cannot recruit just by their salary range as a main criteria. They have to consider the competency of the employee and the potential of the employee beyond the current role that he is going to play in our organisation. The recruiter has to consider aspects like the interests of the candidate, how much flexibility the candidate demonstrates in the true sense, etc.

The first step to a right hiring is a good Job description. The recruiter must find as many details as possible to be captured rather than just a high level description given by the business/hiring manager. A high level JD may be good to be put on the job boards and career page, but when the recruiter interviews and makes the first connect, he should look for deep within.

A good recruiter must observe the one which fits within the culture of the organisation. Many a times, this is a miss. The competency may match and the candidate may be the best, but does he fit into our culture, how much time will he /she take to absorb into the work environment? Has the candidate done some research about the organisation he/she is attending the interview at, what kind of organisations he/she has worked earlier, take references, inform him/her that we would conduct a background check, his/her reactions to certain situations, rounds of interviews, wait time during the interviews etc. The recruiter here plays a vital role in filtering the candidates that do not fit the organisation culture.

If the candidate proves to be culturally misfit, then it becomes one bad apple and the HR Engagement personnel will have challenges resolving. Thus the ball is back to the recruiter for hiring better if this candidate is let go….. So in turn there are timelines which impact the business and hit the bottom lines.

Before an offer is made, a reference check will really help address many of the significant challenges that may come up and arrest the damage caused due to wrong hiring. However, around 20-30 per cent candidates fake the references that they provide and recruiters admit that 10-20 per cent applications are rejected after background screening.

Bad hiring reflects badly on the reputation of the organisation which could tarnish the reputation of the organisation among customers and competitors. Selecting a candidate just because he or she fits the salary range is also a prominent blunder employers tend to make. Nearly 60 per cent hiring managers admit that CTC is regularly given preference over skill sets while hiring talent as there is tremendous pressure to adhere to budgets.

Combinations of standardised interviews, questionnaires, complex scoring systems, background checks, drug tests and personality assessments could be some methods to avoid wrong hires. Recruiters must pick up on warning signals which is not very difficult, provided you practice keen observation and listening skills throughout the interview.

With all these combos, recruiters could reduce the wrong hiring to great extent. The recruiter must document his/her observations in detail, take detailing from all hiring  managers involved and when he/she realises it is a bad hire, reference becomes easier. Not to play a blame game, but it will be easy to understand what parameters were vetted before hiring, who were involved, so that in future certain mandatory parameters can be detailed out in the observations sheets.

“A lot of this is just plain, common sense but sometimes that gets lost in the hiring process, especially in today’s fast-paced workplace,” says McGowan.

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