• http://www.thehireauthorityexecutivesearch.com Edward Woycenko

    What goal does the company want to accomplish prior to providing content to potential employees? If companies have not made a commitment to changing their hiring process, eliminating a 20+minute application process, investing in an onboarding process, defining what the company wants the individual to accomplish when hired, creating opportunities for personal growth, education and defining a timetable for upward mobility, nothing will change in terms of attracting and hiring productive people.

    -you have a cost-contained approach to talent acquisition,
    -when cost of hire is more important than quality of hire
    -when HR is the power broker and refuses to change policies and procedures in spite of input regarding the lack of quality in the candidates the hiring manager is seeing
    -when hiring managers don’t know how to interview
    -when companies do not invest in training and mentoring their people
    -when there appears to be no mandate to acquiring management skills prior to promoting individual contributors to management
    -when internal problems that would prevent individuals from accomplishing their goals have not been resolved
    -when companies can’t define where their targets are coming from and how they are going to reach those goals
    – when companies don’t empower their people to do the tasks they were hired to do

    The caliber of individual joining that organization is not going to change and companies will continue their march toward mediocrity.

  • Keith Halperin

    @ Edward: I agree with you. Most companies will do no more than attempt lip-service or work to be caught pretending to do the right thing. There are no major positive incentives for companies/executives to do the right thing, or disincentives to stop doing the wrong things- and when you don’t have those- things stay the same…

  • http://www.shakercg.com Joseph Murphy

    Kevin, thanks for finding examples due to your ability to see the positive movement of emerging practices, pushed forward by leaders seeking continuous improvement. You offer all an opportunity to step along a continuum.

    Engagement/Experience 2.0 or 3… Read more

  • Richard Araujo

    Thanks, Edward. An common problem in ‘best practices’ and such is how do you implement best practices in a situation where mediocre to worst practices are being employed elsewhere in the company? The answer is you don’t, really. You can’t sell a commitment to candidate experience, and then expect the candidate to retype their resume, twice sometimes, and then follow up with an interview with a hiring manager who has the managerial and interviewing skills of a turnip, who will then sit around for weeks on end with his thumb up his ass rather than make a decision.

    It’s the prisoner’s dilemma in a sense. Best practices in one area are really only effective if best practices in all other areas are also being applied.

  • Keith Halperin

    Thanks again, Richard. I’d like to drill down more about how you implement best practices in candidate care.

    Let’s consider some scenarios:
    1) The high-level and well-connected/empowered staffing head sincerely wishes to implement beneficial changes but faces resistance from above and/or below (too many people may look bad, lose their jobs, have more work to do).

    2) The highest executives sincerely wish to implement beneficial changes but face resistance from below (same examples).

    3) Everyone at the company sincerely wishes to implement beneficial changes but there are no incentives/resources to do so. How do you make sure that all stakeholders are positively incentivized in some way(s) for implementing and maintaining the changes and negatively incentivized from their failure to do so?

    Folks, do you have some answers?


  • Richard Araujo

    One answer for all: Do what you can do on your own, to hell with anything else. Improve the quality of your own product as much as possible, if only for your own ends. Then when other people screw up and it affects your work, come down on them like an anvil. Do so judiciously or not at all when they are your superiors. If your boss says the sky is green, or something that’s the HR/Recruitment equivalent, then so it is. Simply proceed with your day comfortable in the knowledge that s/he is either incompetent or a lunatic, or both, and adjust your strategy to compensate.

  • Shanil Kaderali

    Kevin: Thank you for a great article. Your insight is deep and gets to core points on those trends.

    I’d add to the collaboration part – there is a generational factor as companies have to adapt to these changes in a growing segment of their workforce and flatter organizations will be key to attract staff.

    Also, to go beyond transactional, knowing the acquisitions strategy if at big company, or at least, analytics on the supply of talent in all forms, not just headcount

    @Edward & @Richard – great comments. There’s more organizational complexity (mostly self-created/self-preserving) resulting in noise that impacts the hiring process and budget to the TA departments. Any company can design a basic hiring process but when you don’t invest in it when scaling, you get this patchwork of a broken hiring process.

  • Keith Halperin

    Thanks, Richard.
    “Do what you can do on your own, to hell with anything else.” As long as what you do on your own only affects you and you alone, that makes a great deal of sense. I’ve learned the hard way over the decades that the environments where significant initiative is encouraged are rare indeed. “If we wanted you to show initiative- we’d tell you exactly how, when, and where you’d show it.”