Learning from Louisville: Good Recruiting Process Accelerate Your Business

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Recruiting techniques separate strong staffing professionals. Some candidates and employers dread working with recruiters because, like every profession, you can find liars, cheats and jerks. At Marchon Partners, our recruiters work everyday to reshape the perception of recruiting and get the right people to work. This blog explains good and bad approaches to the hiring cycle and identifies great recruiting characteristics to incorporate in your business.

In every step of your recruiting process, organizations need strong managers to guide the candidate’s experience. If candidates do not enjoy your hiring process, you cannot expect them to accept a job offer, but you can expect them to share their negative experience with their colleagues. Today more than ever, candidates leverage traditional and new media channels to exchange information. Tools like GlassDoor, public forums online and networking events afford them the opportunity to tell others about their negative experience. Why should this matter to you? Negative impressions undermine your credibility as an employer in the market. Negligent oversight coupled with poor communication weakens your company’s ability to hire great talent in the future. Often, recognizing poor execution is the first step to rectifying the situation. Survey candidates about their experience with your organization. Stay vigilant and in front of impending problems.

Who ever you charge with coordinating your talent acquisition needs to manage relationships from start to finish. Those relationships inform public opinion around your company’s brand which, beyond the hiring cycle, effects your bottom line. Any impression, positive or negative, around your organization changes stakeholder behavior. Someone may not buy your product, apply for your job or subscribe to your content updates. Every opportunity you communicate should affirm someone’s positive impression about your brand.

Recruiters play a large part communicating with candidates day-to-day. Managers need to remain close to these conversations too. Their experience can help everyone ensure a productive experience for the candidate and recruiter. Mentoring allows senior leaders to remain present as a supervisor without micro-managing. Meeting for a cup of coffee to explain an experience and plan the next steps enhances someone’s skills. When candidates work with a recruiter, they receive coaching to succeed in their job search.

Similarly, professionals need coaching as they grow and develop their craft. On the best working groups, managers participate in daily office work with their underlings. Their presence on client calls, frequent partnership in negotiations and critical feedback protects the client’s interest and ensures candidates move effectively through the process.

Principles matter in coaching and development. For recruiters, working on a team demands confidence and trust among colleagues. In an agency setting, external clients depend on a recruiting team for credible results. Their strategies to attract recruits should never compromise the integrity of the program. Recruiters need to work with steadfast honesty, responsibility no matter what funny twists and turn the hiring cycle brings. As you decide who to partner with as a client or candidate, consider the agency’s practices. Do they act transparently and safeguard your interest? What proactive steps do they take to manage the recruiting process and communicate with you and the candidates?

A recent example of recruiting gone horribly wrong: The University of Louisville came under fire for its men’s basketball team’s recruiting tactics. A number of former players, recruits and women exposed a scheme of enticing the top high school talent in the country with scandalous, adult activities. Speaking out for the first time, they questioned Head Coach Rick Pitino’s knowledge of the incidents in which women got paid to strip for and have sex with players and recruits in University housing. Pitino denied knowing anything and fixed the blame on a former assistant coach as the ring leader. Louisville should regret their decisions on behalf of the program. Many want nothing to do with his basketball program because of this story. Here’s what went wrong:

  1. Leadership’s management failed to stay involved and mentor
  2. Members of the recruiting staff violated the ethical principles of their organization to recruit at any cost
  3. No one in the program garnered feedback to recognize a problem in the recruiting process and take appropriate steps to rectify the situation

Let us know your experience with staffing agencies let’s work together to optimize your hiring cycle.

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