We started this series discussing Criteria for Service level variation. Then we discussed process alignment and rigor. Today’s blog is about recruiter service level expectations specifically, as the next blog in our multi-part blog series.
Part 3: Recruitment Expectations
Human resources professionals must know, understand, evangelize and champion expectations for balance among hiring managers and decision makers in the firms they work for. This is key for human resources professionals themselves to be taken seriously – and key for ensuring optimal outcomes from organizational development activities.
There’s a lot of discussion around breaking free of HR stereotypes in order to take a leadership role at the table in the executive suite. The gap developing between human resources professionals that understand this, and those that continue to focus on things that do not directly drive business, is increasing. Eventually, the latter group will be left behind.
Service Levels Vary – So Should Expectations
As we learned in Part 1 of this series, service levels should vary based on job’s position type, performance level, and salary grade. The service levels that your recruiter for the full spectrum of jobs at a firm will have varying criteria and demands on process to fill them. Decision makers must be aligned so results and outcomes can be optimized.
Depth and Scope – It Varies with Type, Level and Grade
As a human resource professional or a hiring manager, don’t expect your recruiter to spend excessive time screening and qualifying candidates for entry-level positions at the same depth and scope for screening a vice president with P&L responsibility.
It simply does not make sense. More depth and scope on each step for a job that doesn’t require it will not produce better candidates for the job type, grade and salary level.
Recruitment costs cannot outweigh revenue from the fee paid.
If the position you are filling requires higher-levels of screening and qualification for unique reasons, expect and offer to pay a fee for that service unique to your company. Your recruiter is in business to serve you. Like your company’s business must be sustainable, so must the business model of your recruiter.
The Candidate’s Time
From a practical perspective, it’s also unreasonable to expect an hourly-paid employee to take off work in order to have a face-to-face meeting with a recruiter, only to be screened in or out for a second face-to-face interview with the hiring manager. This abuse of applicant talent creates a negative brand perception in the marketplace. Human resources managers should be working with marketing departments in their firms, to avoid this pitfall.
A reputation for being arrogant towards employees in the hiring process is a hard reputation to recover.
Prospective employees may not be available for multiple meetings, driving long commutes to have them, just to find out they don’t make it past the screen. This work is best done over the phone.
Using the phone to screen optimizes time, and reduces risk of discrimination.
Be proactive and work with your recruiter. The best relationships between recruiters and their client partners are built on a foundation of collaboration. Investment of each other’s time as partners ensures exceptional outcomes. It’s very common for Barton Professional Placement Group to invite our clients to come in for an hour and sit in on our screening calls, and see precisely the level of rigor we put into finding the right candidates for them.
Collaboration always drives improved results.
The recruiters at Barton Professional Placement Group are always interested in sharing these key points of differentiation with prospective clients. We understand your needs are unique. We have the ability to identify the best way to move forward and accelerate results. Call us today to learn more about the process recruiters should be using for positions you have open.
