When organizations begin hiring management-level employees, they begin to truly understand the complexity of recruitment. Some candidates have gone through the recruitment process several times, and learned how to stand out from the crowd. By contrast, genuinely skilled candidates are always in demand, and are comparatively difficult to catch on the open market. In breaking down common problems faced by employers, we take a closer look at the difficulties faced by three leading corporate entities in Bangkok.
The first common complication relates to what the candidate tells us during the interview. Robert Kawada, the managing director of English Gang, stated that, “During the interview, they promise the world. But when it comes to work, I often find they can only do about half of that.”
To prove whether a candidate actually has the skills and commitment they claim, recruiters need to explore their actual accomplishments and portfolio. If possible, candidates should be tested during the evaluation process, using a sample task similar to the type that they would have to perform in real work duties. For instance, if the candidate is seeking a marketing position, the interviewer can ask them to initiate a marketing campaign.
Competitiveness in the HR market can lead to trouble as well. According to Lalita Pudsa, operations manager at Lexicon Business Communications, employers need to be active and decisive when they meet the right candidate. “When we contact the candidate we are interested in, it often turns out that they already got a job,” she said.
By and large, employers receive a large number of applications for each open position – but it is also important to remember that applicants usually apply to more than one company. After interviewing a candidate, and perceiving that they fit the role and the organization, employers should trust their instincts and be ready to make a decision. Delays and hesitation often cause good employers to lose qualified candidates to their competitors.
Last but not least, each industry requires unique expertise. Sometimes candidates must learn new industrial knowledge even if they take a new position in the same field.
Richard Brady is the founder of the consulting firm, Mentis. When selecting new staff for his own company, he pays close attention to their willingness to learn. “One of the most complex things is helping candidates understand what we do,” he said.
Consultants like those at Mentis will need to have psychology or human resources expertise. Salespeople need to rely more on charm and persuasion, but also a deep interest in understanding the product or service being offered.
In general, if a company sees potential in an applicant, they should offer preliminary training to let them see an insider’s view of their business. This little investment will help determine if the applicant settles in easily to the work environment, potentially assisting in hiring decisions and contributing to the organization’s profitability in the future.
The quote by Lawrence Bossidy, former COO of General Electric, ends this story well: “Nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not on strategies.”
By following the above advice, employers and recruiters can overcome some of the more difficult obstacles that get in the way of good hiring. This extra effort, when focused on the right details, can make the difference between mediocre and excellent hiring decisions for any given organization.
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