Seeking Talent

Recruiting the most qualified candidates

By Tatiana Chalkidou

Every organization has four types of assets:

1.       Physical

2.       Financial

3.       Intangible

4.       Human.

R. L. Daft, in Management, defines human assets as human capital or human resources, and they are the collective value of the capabilities, knowledge, skills, life expectancies and motivations of an organizational workforce. For some researchers, the way organizations understand and manage their human resources reveals two fundamental dimensions--value and uniqueness. Combined, these attributes can help administration achieve its goals.

Having the right people with the right skills in the right positions makes the difference between business success and failure. However, attracting the right people into the right places can be a great challenge. The first step is to decide who will take responsibility for agency recruitment decisions. Recruitment is conducted either internally or outsourced. Managers must be clear about what they are looking for in a candidate, irrespective of the specific job requirements. For example, managers usually look for candidates with well-developed leadership skills, with the capacity to exert effective influence and work through issues. It is important that candidates easily shift attitudes and behaviors to adapt quickly to internal and external change. In addition, the ability to successfully partner with other employees is an important trait. Public, private and not-for-profit agencies face similar challenges in seeking candidates with these core characteristics:

1.       Utilize the organization’s site for recruiting

A Web site displays a lot of information about an organization, and as important as the first impression is for a potential customer, it is the same with a prospective candidate. An attractive and user-friendly site can give an organization a positive online image. A Web site typically portrays the vision, mission, values and goals, as well as the products or services offered by an agency. A link to an online employment section, where available positions are announced, as well as accurate information and reasons a prospective employee should contact the organization, can be helpful in the quest for the best talent. In the face of tight budgets, employers rely more on cost-effective sourcing methods like the company’s Web site and online social networks.

2.       Talent can be found in the most unlikely places

Sometimes managers think that employees coming from the private to the public sector will not be able to make the shift in culture, since they often have different values. However, as G. Bohlander and S. Snell discuss in Managing Human Resources, it is very important for managers to understand that they should not reject candidates with diverse backgrounds. Candidates must be assessed solely on their qualifications, relevant knowledge, experience and personal qualities, so any assumptions about their capabilities should be avoided. For example, any preconceptions about their ability to supervise or the possible reaction of other staff or members of the public to the employment of ethnic minority workers in particular posts must be avoided. Unfortunately, prejudice comes in a wide range of forms, such as gender, sexual orientation, disability and ethnicity. Managers need to have an open-minded attitude when recruiting. 

3.       Be honest in what the organization “sells”

Another obstacle in finding the best fit for a position is that some managers exaggerate when describing the agency and the position. The best people for the job tend to be the most mobile, selective and demanding in choosing jobs because they can afford to be. For example, when an agency sells the value of a family-oriented organization that “…believe[s] that children have the right to the care, support, respect and protection fundamental to their evolving potential in life,” but provides no flexible working hours, nor a day-care facility, nor any other beneficial arrangement for parents, it will not attract candidates who are parents. Candidates expect managers to be honest, to make the organization and the industry as attractive and welcoming as possible to the best people. This is a great way to build trust with prospective employees. Honesty is the key.

4.       Focus on selling the organization’s values

Apart from being honest, managers need to focus on hiring people whose values are aligned with those of the organization. It is easier to teach skills than it is to teach values. Values are the rules by which people make decisions about right and wrong. Values also help in distinguishing the more important from the less important. Another relevant aspect is the ethics by which an organization conducts business. Daft suggests that care must be taken that managers are recruiting not just the best performers, but people who best fit with the culture and values of the business. Finding the best possible people who can fit within the organization’s culture and contribute is a challenge and an opportunity.

5.       Recruit employees who can outperform the recruiter’s (or manager’s) skills and build capacity in others

Managers look for candidates who will be good team players and will collaborate effectively with the rest of the employees. According to Daft, for managerial positions, candidates must show decision-making and accountability, and must demonstrate a passionate and personal interest in the development and well-being of staff. Managers are looking for candidates who can live the values and beliefs of the organization, and who can share a vision, the ability to change and the ambition to excel. After all, a true leader is one who can connect with a diverse group of people, and instill ownership of the work done. Thus, managers should never be afraid to hire employees who are brighter and more talented than they are, and who will develop into even better leaders.

6.       Do not underestimate internal candidates

A common tactic in recruiting is for managers to look first at in-house candidates. D. Arthur, in Employee Recruitment and Retention Handbook, notes this action can boost the morale of employees because they feel that their talents, capabilities and accomplishments are appreciated. However, if an internal candidate is not hired, he or she needs to receive proper feedback about the reason why. In addition, developmental programs and training with which an internal candidate can be involved should be suggested. Another way of recruiting is through employee referrals, or even re-recruiting former and retired employees. An internal candidate may not be the best candidate, but might know one.

7.       Check references

Even if a background check is assumed to have been conducted prior to hiring, some managers tend to skip this part, especially when the prospective employee was referred to the organization by an existing employee. Arthur notes this “innocent” mistake can cause problems later on.

8.       Recruitment and retention

For managers, recruiting the best employees is half the challenge; keeping them is the other half. To begin with, management’s reputation is as important for retaining the best employees as it is for recruitment, as noted by Bohlander and Snell. Reputation is something hard won and easily lost. If the organization turns to be less of quality, integrity and reliability than a manager promised to new recruits, it is most likely that those employees will soon leave their jobs. Gone are the days when employees were expected to stay with a company for life, joining in the lower ranks, and working their way up to a senior management position. Nowadays, employees are willing to look for a new job in another company, sector or even industry if they feel unchallenged with what they are doing.

9.       Ensure that training and development are part of the agenda

Once employees are hired, an organization should continue to invest in its staff with training. Training equips employees with skills that can be used in different positions in an organization. Job rotation helps an organization be more flexible in how it configures work patterns and uses the talents it has. An established training program helps an organization redeploy resources in different ways, as both the employees and the organization mature and evolve.

10.    Utilize internships effectively

Many undergraduate and graduate programs require students to engage in an internship--these may be paid or unpaid positions. Interns work temporarily in an organization, usually during the summer. Rather than giving interns predictable, mundane tasks, it is important that managers provide more challenging, project-based assignments to let them fulfill their potential and get a hands-on experience. In this way, managers can pre-test potential employees, and keep track of them when they are looking for a job after graduation.

Recruitment has become more complicated over the years. Therefore, it is of great importance to managers to have in-house a solid recruiting strategy and guidance about what they should do and what to avoid. This can make the difference between business success and failure.

Works cited:

Arthur, D. Employee Recruitment and Retention Handbook. USA: Amacom, 2001.

Bohlander, G. and S. Snell. Managing Human Resources. 14th ed.. USA: Cengage Learning, 2006.

Daft, R.L. Management. 6th ed. USA: Thompson South-Western, 2003.

Tatiana Chalkidou is currently a doctoral student at Oklahoma State University. She holds an MBA from the University of Leicester and has worked for Athens 2004 Organization Committee during the 2004 Olympics. She can be reached via e-mail at tat.chalkidou@okstate.edu.

 

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