In 2018, we acknowledged on our blog that our first HR “mistake” is not making a diversity plan. The result was that we had a very high proportion of working women because we hired talented and smart people to join our team, regardless of their gender or demographics.
Last year, our recruiter expected a higher load and multiple priorities from the course, and we did not want to recruit full-time for a temporary period. Headhunters or agencies had not worked for us in the past as they often distributed candidates who looked good on paper but were not prepared to work in our fast-paced environment.
We were short on time and needed to do five to six new jobs per month to give resources to our aggressive recruitment target, which was made up of people who fit our culture and knew they were getting into it so We will retain our employees for a long time.
Unwillingness to participate in the recruitment
In my final business venture, I thought that if I, the COO, got involved in the interview and recruitment process, my ability would limit the number of new hires, and we would not be able to do our business accordingly. I refused to believe that I would become “obsolescent” and I felt that it would be part of every play, because, at some point, you should trust your team to represent the brand and protect the company’s culture.
When our HR recruiter told me that he lacked time due to the increasing burden of the university, I had to choose either:
- Hire another HR recruiter or take advantage of an outside firm temporarily.
- Embrace creativity and discomfort with our current team to create our goals.
We moved in with the latter: We shared the workload and got involved in the recruitment and recruitment process. This came from a place of desire to retain our current recruitment with the company and encourage them to prioritize their education, not to change the process. But with the lack of time there was a need to change the way we were recruiting – for the better.
Better fares in less time
I used to laugh at it a few years ago. We have made a lot of changes to our recruitment process, and I suggest you look at your organization to see where you can save time and focus on the best candidates for your business.
Changes have been made to the screening process here:
- phone screen
• 15- to 20-minute phone screen before recruitment.
• After five minutes with the CEO.
• Before selling the company to candidates.
• After disqualifying candidates.
- Tone and format
• Classic 45 to the 60-minute composition before.
• Later: high speed (maximum 30 minutes), direct questions.
• Before traditional questions about experience and career goals.
• Later: They focus on their understanding of the business and the reasons they want it.
• Before: Multiple follow-up interviews with additional team members, HR department, and CEO required.
• Testing for skill sets and psychometrics (real fit with company values), leveraging robust tools, and team screening.
I am a busy businessman with time to read and, equally, do not have time to talk. Reducing the phone screen to five minutes forced us to focus on what is most important and disqualify those who would eventually not fit in, relying more and more on our stomachs.
This five-minute time limit became the keystone of our new recruitment process. When you have 15 minutes to complete three calls, it forces you to process as many candidates as possible, retaining only the best.
Reducing screening time while increasing the quality of candidates
Today, our specific steps to recruit an employee include:
• LinkedIn and Application Screening: We share a screen with as many tabs as we need to review, and I give yes or no after 30 seconds (more and more, I just do this by recruiter Happens, who is learning). Earlier it used to take hours, now it takes minutes. It is important to recruit a “Tinder” session to cut down on the number of candidates at the entry point.
• Five-minute phone screen: We do not have to sell our company, because we need to explain as faithfully as a consultant one day. No more coding, and no more sales from us. We instead keep it short and ask these unqualified questions:
- Are you attracted to our company and / or job posting?
- What did you understand is our offering?
- What are your salary requirements, and when are you available?
The remaining candidates proceed to the following stages of the recruitment process:
• Testing: coding and practical testing, followed by a psychometric evaluation to ensure that the individual fits in with the corporate culture and team.
• Team Interview: We allow teams to make the final decision as to who will join their “family”.
• Offers and Laughs
Start Time: Each new hire starts with two weeks of onboarding, with time allotted for mentorship, coaching, and individual career planning. This is where we choose to invest most of our time!
The overall process can be completed within a week.
What to adopt in your recruitment process
Your business is unique, and so are your values. Try to reduce your and your team’s investment so that you can filter the right candidates so that you can focus on their success after starting work.
Additionally, instead of pushing through the maximum number of candidates, focus on disqualifying. Change your internal key performance indicators (KPIs) from quantity to quality, and take advantage of third-party tools.
Finally, get involved in hiring, and implicate yourself as a business leader – this will set the stage for your company’s growth and future. You’d be surprised how much employees appreciate meeting the CEO before starting work.}