How exciting – you’re embarking on a recruitment campaign! It’s no mean feat, so let’s buckle up and get ready to begin.
Job advert written up? Check. Job description typed out and just waiting to be sent to those amazing prospects? Yep, got it. You’re pretty much ready to get your job live online and start watching the applicants roll in, right?
Well, not quite. Being ready to recruit goes further than putting the individual pieces in place. Here are three questions any hiring manager should ask themselves before the hiring process begins.
Are we actually ready to hire?
Yep, sounds like an obvious one! Ready to hire doesn’t mean ready to let the world know you’re hiring – it means ready to bring aboard some new talent and set them up to win. If you set off into a recruitment campaign without having the internal structure ready to support that new hire, things are bound to go haywire.
So ask yourself: are we ready to hire? Do we understand how and where this person will slot into our team? Whose responsibility they’ll be? Has HR been notified? Has their salary been built into all respective budgets? Do we have the tools they’ll need to jump in and hit the ground running?
Once the practicalities and legalities are good to go, how’s your onboarding plan looking? You need a solid idea of their first 7, 30, 90 days, and you’ll want to set your new hire up for success with the right people in place and available for training and mentoring. The importance of an onboarding structure that’s been built with clear deliverables and expectations throughout is not to be underestimated.
From budget sign off to day one setup, consult with the team around you and powers that be – senior management team, HR, and so on – to make sure you’re ready. Actually ready.
Are we all on the same page?
Hold tight for just one minute before you dive in: have you made explicitly certain that you and your team are in agreement on what and who you need to hire?
Now this question is going to vary in its delivery from start up world to larger corporates, but it’s equally important. Whether you receive the go ahead from HR based on headcount, or you’ve been consulting with your team directly to solve everyday problems, determining the ideal profile can be challenging.
In the event that you have a clear-cut challenge or problem that hiring is going to solve, great. But, particularly when it comes to developing companies, you may find that different team members have differing views on where budget should be spent. This can cause problems during the subsequent interview process, so it’s imperative to be on the same page from the off.
Can we keep our promises?
We won’t regurgitate stats and percentages, but we can confidently tell you that a huge factor in keeping staff turnover down is following through on the promises you make throughout the hiring process. False promises are a leading reason individuals move on from a new role quickly.
With that in mind, ask yourself throughout the hiring process, from the words you write on your job ad through to the conversations you have: can I keep these promises? Is everything I’m saying true, or wishful thinking? Are the things we’re claiming to offer this person (compensation increases, progression, professional development, even the culture we promote) – are they real, or will there be a rude awakening on start date, if not shortly thereafter?
Don’t make promises you can’t keep, from start to finish. You’ll thank us later.
Ultimately, everything mentioned above comes down to preparation. It’s an oldie but a goodie: fail to plan and you’re planning to fail. If the answer to all three questions above is a resounding yes, we’d love to get some top candidates in front of you – you sound like the sort of business we’d love to work with here at Konnexus. Let’s talk talent!