Test Yourself We know who our best interviewers and hiring managers are and use them to train other managers and leaders.YesNoBest Practice Perspective: Your own internal successful hiring managers are the best role models and mentors you could ever ask for. Use them to train and support others in your organization. Your managers look up to them for their success in hiring, and If they don’t...they should! We know our average time-to-hire, the number of candidate who refuse offers (and why), time-to-hire and other metrics from our hiring process.YesNoBest Practice Perspective: You don’t know what to change till you know what’s wrong. If you have peers that you can count on, ask them which metrics they use and what their results are. You can also find benchmarking information from boutique recruiters that you trust and respect.We adhere to a quick response from interview to offer.YesNoBest Practice Perspective: The market moves quickly and good candidates are off the market in a flash. Quick action, or at least clarity on when decisions will be made by, will make your organization stand out and improve your hiring success.We’re fully aware of the number of hires still with our firm after a year, and how many of those are really exceptional.YesNoBest Practice Perspective: Quality is absolutely everything when it comes to. Know why you made the right decisions and the wrong decisions. Be crystal clear about who within your organization is really good at this, and use them to benchmark the rest of your organization.We continually evaluate our employee referral program and benchmark ourselves.YesNoBest Practice Perspective: Change-up your employee referral program every once in a while. Instead of money, provide a trip for two and let your employee’s spouse know about the program. You can also sit side-by-side with your people and go through their LinkedIn connections to help ’jog’ their memories. For more critical hires, up the ante. It’s still less expensive than hiring a recruiter.Our website is filled with stories highlighting our company's value proposition and what sets us apart in our marketplace.YesNoBest Practice Perspective: Candidates want to hear your stories. Things like the idea behind starting you company, your journey, successes and failures, highlights of your business’ impact on your customers. Stories... stories...s tories are the key to attracting individuals! We regularly use outside sources (surveys, Glassdoor) to provide us feedback on how we're perceived in the market.YesNoBest Practice Perspective: Hiring without candidate and market perspective reinforces stale experiences and stereotypes. Just as in sales and product development, you need a constant iterative process to improve your candidate’s moments of truth as they interact with you. We have a formal process to stay in touch with previous employees and excellent prospective candidates.YesNoBest Practice Perspective: Even if you have no requirements at the moment, situations and opportunities change. If you’ve had individuals in your organization that have the right attitude but, for whatever reason things didn’t work out, you should stay in touch with a newsletter or telling them about changes in the industry. Provide ideas of value to them and their careers, not just your most recent company picnic. Adding value to them will bring good things down the road in terms of referrals or re-engaging. The same goes for candidates that you were interested in, but there was simply no role available.Our job descriptions are clear and concise and relevant to the role and to the market.YesNoBest Practice Perspective: Companies often over-state the role or make it sound bland. Don’t over-sell the title or use some fancy description that you made up. The more generic the title that people can relate to, the more success you’ll have. You should include a bit about your company and why you’re an attractive alternative; the job description, outcomes of the role and what % of their time will be spent on various functions as well as must-have skills and nice-to-have skills.We use the expertise of the most successful hirer in the firm to train others and sit in on their interviews.YesNoBest Practice Perspective: Many hiring managers have never had formal training in interviewing. Some individuals are naturally talented at both selling the company as well as evaluating talent. Use them effectively by having them sit in on interviews with other managers and take advantage of their expertise. They’ll see it as a confirmation of their worth to your organization and will add a ton of value in ensuring all your manager’s interviews are as effective as they can be.Our internal recruiters and outside recruiting partners sit in on hiring interviews to gain a better understanding of the skills and fit needed.YesNoBest Practice Perspective: Recruiters (both internal and external) are often in the dark about why their candidates have been refused. By sitting in on the interview process, and getting real-time feedback of the strengths and weaknesses of the candidate, they become much more attuned to the hiring manager’s needs and subsequently much more effective in screening for soft and hard skills.When we have multiple interviewers for a candidate, we coordinate the questions and focus area of each one so as not to seem redundant to the candidate.YesNoBest Practice Perspective: From a candidate’s perspective, there’s nothing worse than sitting through multiple interviews where they’re being asked the same questions over and over again. When you have more than one interviewer, have them focus on different areas or aspects of the candidate’s background, career arc, main motivators etc. Make sure you have a list of questions to be asked and also that you’ve gone through the individual’s background. Three to four people asking a candidate to go through their background (over and over again) is poor form. Try panel interviewing as well. It allows you to see how other individual’s interview and provides a distance from the interview process to allow some interesting insights that get lost when you’re trying to think of your next logical question.We know current salary levels in the marketplace.YesNoBest Practice Perspective: There are a variety of resources to access when looking for compensation data. The challenge is that job descriptions and specific role demands vary dramatically from firm to firm. Do your due diligence but reach out to external recruiters that you trust to get as much real-time and relevant data as possible.We ask for feedback from candidates as to why they didn’t accept our offer, after giving them time to gain some perspective.YesNoBest Practice Perspective: There is no better feedback than someone who you respect providing real life feedback about all the ‘Moments of Truth involved with interacting with your firm. This includes everything from the appropriateness of the job descriptions to the interviews to the feedback to the timeliness of the process to the onboarding etc. It all defines how the marketplace of talent sees you and candidate’s willingness to refer people to you and speak well of you and your organization.We actively reach out to candidates on how they experienced our interview and hiring process.YesNoBest Practice Perspective: Ask candidates about their overall experience, their highlights and low lights and how you compare to other interview processes they’ve been on. The more details they’re willing to share, the better.We have a formal onboarding process.YesNoBest Practice Perspective: Everyone agrees that the onboarding process is key to a smooth transition into the organization, to ramping up as efficiently and quickly as possible and to establishing a sense of commitment to the new firm. The option is kind of leaving someone out to dry... which clearly no one wants. Make sure you have a formal onboarding in place. If not, reach out to your peers or to a professional to find out how. It doesn’t require a lot of manpower or cost, and it shows that you care.We use external and/or internal coaches to provide the best possible support to the candidates.YesNoBest Practice Perspective: Athletes and professionals of all stripes use coaches to support them. Tech, with a large percentage of inexperienced or lightly-experienced managers and leaders, seems to shun their use. I’m not sure why but, relative to the cost of losing good employees or having management running at less than maximal performance, this is money very well spent.We keep in touch with candidates once they’ve been offered a role so as not to lose them to counter-offers.YesNoBest Practice Perspective: By keeping in touch and having team members reach out to the candidate, you can dramatically reduce the chances of losing a candidate to a counter-offer. Building up trust between the new employee and manager will go a long way to ensuring that you aren’t blind-sided.Once a new employee has come on board for at least a few weeks, we sit down with them and review their LinkedIn connections to try and uncover referrals.YesNoBest Practice Perspective: Once the new candidate is settled in, and they understand a bit more of the culture of your firm and the type of individuals that work well within the organization, that’s the time to reach out to them for referrals. Don’t just ask them if they know someone. Go through their LinkedIn, explain the referral bonus that you have in place, and see if you can uncover potential prospective new employees. The recent employee wants to do ’right’ by their new company and this is the perfect opportunity to show their interest in your continued success.Your Total Number of No’s:If you have any NO responses that are of concern, feel free to reach out to Mike.CONTACT ME
