Lean, Just-in-Time Recruiting!



Archive for July, 2009

What are the competencies and skills of Elite Recruiters?

Wednesday, July 29th, 2009

Over the last few months, I have been working with (and speaking to) numerous corporate recruitment organizations on what it takes to go from good to ‘elite’! While I find there are many “good” recruiters out there, there are far less that have the passion and drive required to be ‘Elite’.

Of course this discussion begs the question – - what are the competencies and skills of ‘Elite’ recruiters?

We have created two “self-assessment” tools to help you assess whether you have the competencies and skills of a top performing recruiter. Please feel free to “rate” yourself. It is completely confidential. Of course, you need to be completely honest with yourself with respect to your skill level.

I think you will find it thought provoking and fun!

In the next couple of weeks, I will publish the results of all that have participated (again – completely confidential).

For any recruitment leaders that want to have your team participate and capture your overall team results, please contact me. We will set up separate links for your team only.

As always – I would love your feedback on these tools. Any thoughts, suggestions, additions, etc. – - please contact me!

Note: These tools are primarily meant for corporate recruiters. In the next month, we will be publishing a competency/skills questionairre for sourcing professionals. Details to follow.

I hope you are having a productive week!

Telling them they are not getting the job . . .

Wednesday, July 22nd, 2009

One of the toughest things to do as a recruiter is telling a candidate they are not getting the job, especially in this economy. This becomes even a bigger challenge when:

  1. A hiring manager does not provide objective reasons for not selecting them.
  2. There are multiple positions to fill, so you will continue to source candidates after you have rejected them.
  3. They are just super nice, friendly, etc.

Of course it should go without mention (but I will mention it) that if there are objective, technical/skill related reasons for not selecting them – - you should address them in your debrief with the candidate. Examples:

“In this role, we need someone that has experience developing new JAVA software”.
“The selected candidate must be a CPA.”

But what if the reason they were not selected was because of personality, demeanor/disposition, attitude, etc. Those squishy “soft skills” are tougher to address, and let’s be honest – - can open you (and your organization) up to litigation.

I know I have often tried to honestly address these type of issues with candidates, only to have it turn out to be a “he said, she said” argument with them denying my “allegations”.

So what can you do to objectively, politely decline a candidate for consideration?

In your debrief discussion with the candidate after the interview, weave these questions into the discussion:

“If you were the hiring manager, why might you not select yourself as a candidate?”
“If the hiring manager does not select you, why might you think that would be?”
“Playing devil’s advocate – - what competency/skills might you be lacking that the hiring manager really would like the person hired to have?”


98 times out of 100, they will objectively identify a few things that they might be lacking, did or didn’t say in the interview, etc.

This information can be used to politely decline them as a candidate if/when you get to that point. The closing conversation might go something like this:

“Remember when you told me that the reason you might not be selected was because you didn’t have Java, well unfortunately – - you were right. With the tight deadline, he needs someone to quickly come up to speed on the project.”

Use the most objective information they provide in the debrief session during this conversation. To make sure you are doing everything possible to make the right hiring decision, you can also use this information with the hiring manager. When they say “I will pass on Dave” and you ask “Why?” and they say “I just don’t have a good gut feeling” . . . you can mention some of the things the candidate said to see if it helps to objectively “close the loop”.

While in a perfect world, we would always have very objective reasons (based on competency/skills) to decline a candidate for consideration, the reality is that it is often times difficult.

This tactic might help bring closure when providing bad news in a difficult economy.

The Impact Lean Recruiting and Just-in-Time hiring has on an organization.

Wednesday, July 15th, 2009

I had an opportunity to attend and present at the National Association for Health Care Recruitment (NAHCR) annual conference in Seattle last week. It was a great event.

In my session, we discussed the impact an inefficient staffing process can have on an organization, including how incremental improvements in efficiency can save an organization thousands of hours and millions of dollars. We also discussed the concept of Just-in-Time hiring and the impact of cost of vacancy.

The feedback and interest I received on these two subjects were overwhelming.

With that said, I thought I would share a white paper I published in ERE’s Corporate Leadership Journal. I think this will provide some additional insight into this concept and . . . maybe change your thoughts of using “requisitions per recruiter” as your resource planning model.

If you have any questions – - please contact me.

I hope you are having a great week.

David M. Szary
David Szary LEAN The Recruiter Academy
Office: 734-414-9816 Mobile: 313-600-9815
Website: http://www.leanhumancapital.com/
Website: http://www.recruiteracademy.com/
Blog: Lean, Just-In-Time Recruiting!
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Are you a Strategic Business Partner? – Self-Assessment

Thursday, July 9th, 2009

As we start the second half of 2009, the economy continues to deliver uncertainty for most individuals and organizations.

How do you prepare for unchartered times? How can you predict the future? How do you plan for the future?


As I talk to recruitment leaders across the country, no one seems to have a crystal ball filled with answers to these questions. But most agree now, more than ever, we need to be strategically connected with line of business executives to keep a pulse on the business climate and how it will impact staffing.

When hiring volumes are down, or more specifically, when managers do not have current requisitions to fill, the interaction with the recruitment organization typically becomes less frequent.

“Why should we meet if I don’t have any hiring needs?” might be the sentiment of a hiring manager that does not have a strategic focus on staffing.


In these times, it is critical that we stay connected with our customers and strategically manage the staffing process including:

  • Keeping abreast of the constant changes to the organization and how it impacts staffing.
  • Keep hiring managers focused on future needs, succession planning opportunities, etc.
  • Taking advantage of the hiring “slowdown” to refine/improve process, assessment tools, etc. for upcoming hiring needs (hiring will pick up again!).

Are you currently engaging in these activities with your customers? Do you have a “seat at the table” developing recruitment strategy for today and the future?

In a recent blog post, I shared some tactics Scott Clatur, Manager of Talent Selection at Henry Ford Health Systems, was using to engage hiring managers on a more strategic level.

Working with our clients, we have developed a self-assessment survey that can indicate recruiters’ competencies/skills in this area.

I thought I might share it as a tool to use with you and/or your team members.

Do you have a social media policy?

Wednesday, July 1st, 2009

A couple of weeks ago I was fortunate to participate in the Thought Leadership Institute’s Corporate Sourcing Leadership Conference. As with any discussion around sourcing today, we talked about Social Media sites/Web 2.0 tools as it relates to sourcing top talent.

For larger companies, regulating access to these sites has become a big issue and debate.

  • Should we allow access to employees?
  • If we don’t, will that negatively impact our brand identity and how the public perceives our organization?
  • If we deny access, does that really stop them from accessing these sites via their mobile computing devices?
  • If we do provide access, will workforce productivity go down?

From our discussion, even the early adopters of these technologies for recruitment purposes have not completely figured this out.

With that said, there are some companies that have developed policies/guidelines for social media usage.

If you are in the midst of figuring out your position on this subject, you might want to check out the links below to assist you in your efforts.

As you can imagine – technical companies like Intel and IBM are leading the way with respect to usage of new technologies!

http://www.intel.com/sites/sitewide/en_US/social-media.htm

http://www.ibm.com/blogs/zz/en/guidelines.html

http://www.thenewpr.com/wiki/pmwiki.php?pagename=Resources.BloggingPolicy

Have a great Holiday!