Sometimes I fear readers think I hate HR. What I hate is what HR has become: highly bureaucratic; counter-productively and inexcusably automated; and too distant from hiring managers and job applicants. (See “6 things HR should stop doing right now.”)
But I also see some shining lights in HR, and I’m tickled to introduce you to one in this week’s column.
HR people who apply common sense and business sense to recruiting and hiring get the best candidates in front of managers quickly: Their goal is to get jobs filled. When you encounter one of these folks, you know it because they make things happen intelligently, deftly and with a smile.
These are the HR people I love, and I love them even more when they share their insights and practices here on Ask The Headhunter.
Reader Jenn works in HR as a recruiter — and I’m going to let her discuss some of the best practices I’ve encountered in the world of HR.
Jenn writes: Nick, in a recent column you wrote about the risk job applicants take when they wait for HR to judge them based on their resume: “The better risk for a job hunter is to deal directly with the hiring manager…” I couldn’t agree more.
1. Make it happen quickly.
I’m a corporate recruiter (at a regional nonprofit health care system) and my initial goal is to get the strongest candidates and hiring managers talking to each other as quickly as possible.
I care about the candidate experience and I know the best ones will have the most career options, so I want them engaging with the hiring manager sooner rather than later.
2. Avoid unnecessary screening.
Sometimes I’ll have a hiring manager (HM) who is married to the idea that I must first phone-screen candidates, before the HM talks to them. Often this step is unnecessary and wastes valuable time.
I recruit for dozens of different competencies in several areas of the organization. I cannot always field in-depth candidate questions about the role and don’t see a lot of value in this. To me it’s a waste of the candidate’s time (and mine) and serves only to check a box that the hiring manager believes (incorrectly) to be important. And it means the position will go unfilled for that much longer.
3. Put the managers in the game immediately.
I encourage my HMs to contact candidates of interest to them right away. I want them to start interviews as soon as possible. Especially if an HM is really excited about a candidate, it doesn’t make sense to insert an arbitrary layer into the process that adds no value, delaying a hiring decision unnecessarily.
4. Make HR’s role short and useful.
What information does HR need to judge a candidate?
For me it’s only this: Does the candidate meet the bare minimum requirements? In our business that means the necessary specific health care license and relevant previous experience if the position is not entry-level.
That’s all that is needed before applications are turned over to the HM for review.
5. Use human judgement.
However, I still read all resumes and cover letters personally. I look for the “nice to haves” that might make a candidate more desirable to the HM. I look for qualities that algorithms are likely to miss.
My goal is to identify candidates who are a stronger fit than most, for both the position and the organization. I look for qualifications beyond the minimum requirements. That requires human judgement.
6. Light a fire under managers.
In my organization, the HMs drive the interview process and I don’t have any control over how quickly HMs are engaging candidates. All I can do is consult and advise, and make recommendations on the best way to proceed. It’s frustrating.
To light a fire under HMs, I rely on what applicants submit. I want to see it so I can discuss it with the HMs and encourage them to reach out to the candidates immediately, before they are no longer available.
7. Manage the hiring managers.
Some of my HMs are really proactive and great at hiring. I coach the ones who aren’t there yet. My job is to help them make changes to their process that are better for the candidates and for the HMs — to get positions filled more quickly. [For an example, see “Smart Hiring: A manager who respects applicants (Part 1).”]
Nick Corcodilos: What a relief to see a bright light in the corporate HR darkness! When companies need to have a recruiting and hiring process in place, they must remember how critical it is to have HR people who use the system rather than let the system use hiring managers and job applicants. (See “How HR optimizes rejection of millions of job applicants.”)
No corporate hiring system is going to be as potent as I’d like because most are watered down with weak technology. But like the Dos Equis guy who says, “I don’t always drink beer, but when I do…”
There are HR people I love, and Jenn is one of them. Many thanks to her for sharing her rules. I’d love to add more savvy rules from more HR folks! How about it?
Dear Readers: Who do you love in HR? Who does a great HR job within the confines of a corporate structure? How do they do it? What makes them stand out? What rules should HR live by?