by Janine Nicole Dennis | Feb 19, 2014 | Business, Career, Featured, Human Resources, Talent Acquisition, Talent Management
Image courtesy of Wikimedia
Depending on who you speak to there is a talent war and every employer should be gathering up their troops to battle for the best and brightest. While I don’t disagree that there are still some highly sought after professionals that are hard to get to particularly in technical fields- I don’t see this said talent shortage/war being true in general.
What I have seen is great talent who are no longer passive but now actively open to any and all conversations surrounding new opportunities. I see those top performers as ready to have conversations about their next move, but employers being ill-equipped to receive them.
What do I mean?
This means that many of the employers speaking about the talent shortage are really spreading workforce propaganda and are in fact the root of the problem when it comes to the talent discussion. All employers want the best and brightest at their company, yet not all of them are diligent enough in how they attract, assess, develop and retain that talent. They want the finest selection of talent but are only willing to offer up salary, development, and benefits that don’t begin to compensate or reward the efforts of quality professionals.
There are various types of workers needed to keep your organization afloat. You have the top performers who will do what they are expected and offer up ideas, skills, and abilities above and beyond what you ask of them. These are your current and future leaders. You have your operational kinds that will be on time do what is asked of them and nothing more. They’re not overly concerned about upward mobility or development-just pay them for an honest day’s work and you will have them for the long haul. Lastly, you have those that will do less than what you expect and require a lot of hand-holding. These are the people that do just enough to keep you off their backs, but are not adding much to your workforce in terms of engagement and productivity.
When you think about what you want the makeup of your employee ecosystem to be- it isn’t likely that you want to attract or retain the latter kind of professional. Everyone is aiming for the best! You want those professionals that are self-motivated, productive, and ready to push the company agenda ahead.
Return on Effort
While it’s great that you are clear on what you want- are you as clear on what will attract and retain what you seek? The talent is there. They are open to conversation and helping you solve your business problems, but it comes at a price. Just as you expect ROI on your investments in them; they expect that you provide opportunities for growth, benefits, fair market value pay in return for their efforts. It’s called “return on effort”. This is where you get what you need from the employee and you in turn provide proper remuneration for their deliverables.
Be Honest
Do you have the budget or resources to garner the talent you seek? This is an important consideration for all businesses. If the answer is “yes”, your only worries is the strategy in getting and keeping them. If “no”, you have both a budget concern and work to do in terms of figuring out how you fairly and equitably distribute what you can; plus continuing to attract and retain talent despite a shortfall. This is not an easy task, but it may require you to be honest with current employees as well as new hires as to what you can really offer. Some may still join or remain with you through the struggle and others may flee. The point is it’s time employers stop selling grown adults on ideals and fluff that may never come to fruition.
Be cognizant of what you can offer as an employer and admit your shortcomings. Talent gaps and shortage may be real, but it isn’t the full story.
How will you rework your talent strategy in 2014 and beyond? Let me know how I can help?
by Janine Nicole Dennis | Feb 14, 2014 | Career, Career Sponsorship, Development
* Today’s post is from a guest blogger, Johanna Harris. *Johanna Harris has been a trial attorney with the U.S. Department of Labor and in-house labor counsel for two multinational corporations. She is currently the CEO of Hire Fire and Retire LLC. Her new book is “USE PROTECTION: An Employee’s Guide to Advancement in the Workplace,” available as iBook, Kindle, and Amazon Paperback. For more information, go to http://hirefireandretire.com. Enjoy!
A Mentor is not a Sponsor
It is now widely acknowledged that a woman cannot succeed in the workplace without a mentor. Some companies, in fact, have set up formal mentoring programs for their employees, both male and female. There’s little doubt that women need mentors. Mentors can provide invaluable insights into the unwritten rules of a company. They can provide feedback, career guidance and support. They can be trusted advisors. But if you’re an ambitious woman and you want to get ahead, your mentor will not get you promoted to a senior position. For that, you need a sponsor.
A sponsor is very different from a mentor. A mentor plays an important but passive role in your career. He wishes you well. But if you fail, your failure rarely impacts his career. He may benefit from serving as your mentor, but his future is not on the line. By contrast, a sponsor stakes his reputation on you. He goes out on a limb to advocate for your advancement. Your success is his success. Your failure is his failure.
A Sponsor Works at Multiple Levels
A sponsor works on multiple levels at different times. He makes sure that you receive the work assignments that are essential for entering the senior ranks. He uses his own status and connections to convince others of your stellar credentials and abilities. He removes barriers that stand in the way of your advancement. If there are naysayers who doubt your skills or your readiness to assume a senior role, he neutralizes their concerns. He makes sure that you network with the right people, and that you are visible to the key decision makers. He is your advocate and your champion.
Cultivating a Sponsor
It is not easy to attract a sponsor. You have to do a lot of groundwork first. You need to develop a stellar reputation as a hard worker, a reliable team player and a creative problem solver. You need to be excellent at your job. Once you’re comfortable that you’ve mastered these basic prerequisites of corporate success, you’ll need to look around and identify someone who could be your sponsor. Then you’ll need to cultivate him, and this will require time and effort. Your sponsor will need to know you and your work. He will need to feel comfortable with you. Otherwise, he will not take the risk that being a sponsor inevitably entails.
Two Barriers
Women face two barriers to cultivating sponsors that men usually do not need to confront. The first is that most sponsors are older men, while those most in need of sponsors are younger women. The mere fact of sponsorship can engender gossip, badmouthing and misconceptions about motives. To avoid such misconceptions, a woman has to work hard to be beyond reproach and, what’s more, appear beyond reproach. Discussions with your sponsor should be conducted in public places during work hours. All signs of familiarity or intimacy should be avoided.
The second barrier that many ambitious women face is internal. They have been raised to think that merit alone is enough to succeed, and that there is something unseemly about another person helping you to advance your career. They might think that cultivating a sponsor is taking unfair advantage of him, or that having the advantage of a sponsor means you’re not playing on a level field. These ideas are counterproductive. They are myths. It is a rare person, male or female, who advances to a senior job in the corporate world without having an advocate. There is nothing illegal or improper about having someone with power go to bat for you.
A Two-Way Street
A sponsor may have altruistic motives, but rarely does he advocate for a junior employee solely out of the goodness of his heart. Championing the career of someone else is extra work, and it’s risky. But a successful sponsorship can reward the sponsor as well. The sponsor develops a reputation as a manager who can spot and develop talent. He becomes known as someone who has made a contribution to the company beyond his narrow business interest. Once the sponsored employee successfully advances, she becomes an ally and a continuing source of intelligence about company matters outside the sponsor’s immediate business unit. She owes her sponsor her best efforts not only to advance her own career, but also to make her own meaningful contribution to the company. She owes him a demonstration that his judgment was correct and his faith in her abilities was not misplaced. Sponsorship is a two-way street.
Down the Road
The two-way street isn’t just one block long. Once a woman becomes a powerful senior executive, she will reach out and take the risk of sponsoring another junior woman. And if she chooses wisely, the two-way street becomes a highway.
Interested in writing a guest post for The Aristocracy of HR? Contact me here.
by Janine Nicole Dennis | Feb 12, 2014 | Business, Entrepreneur, Featured, HR Innovation, Human Resources, Life, Talent Management
Image from Flickr
One of the things we HR practitioners get dinged on consistently is our ability to be flexible. Yes, there are compliance pieces and yet other things that we must oversee and manage in HR, but is there no flexibility in how we roll out our programs, initiatives and policies?
Being in business has taught me that one of the most important things we need to be able to do is “pivot”. The definition of “pivot” as a verb is “to turn on or around from a central point”. In HR, we are the central point in the organization. It is the place from which all operational and transactional aspects of the business’s workforce emanate.
When you are asked to step slightly out of your comfort zone which is standing right at that central point- do you?
1) Tell your business partners an emphatic “no”.
or
2) Hear your business partners out and find ways to stand at your central point while pivoting to allow them some flexibility in how they accomplish what you need them to.
Pivoting in business is no longer a best practice-it is the way we need to support our partners in doing business. Owners of businesses have to pivot all of the time whether it is regarding the direction of the business or who they market a product to. Doing things the same way with a sentiment of rigidity, control and authority is no longer the way we need to support the business. Just as business is changing so should the discipline of HR and how we do things.
The key to success is to have a basis by which you operate but not to impede progress for the sake of rules or compliance. Instead of saying “no” try listening, discussing and providing a new path for your partners to achieve their expected outcomes.
Consider these scenarios…
Has an employee asked you for some flextime to deal with personal obligations lately? Ask yourself this, are they a good employee and will this adversely impact the run of the business? If your answer is “no”, pivot and offer your employee some flexibility.
Does one of your hiring managers want to try a new platform for recruiting a specific professional that may cost more than what you usually pay for advertising? Pivot. Ask questions, find out more and offer he or she some alternatives if the option they have suggested isn’t budget-friendly.
I’m not just looking at you HR, this also applies to those running businesses that haven’t figured out the importance of pivoting. For all of your business savvy and vision, sometimes the reality of business or market conditions is very different. We are all part of an economy where the needs of the customer and the demand for products and services are rapidly changing.
Would you rather to hold on to a vision that no longer translates to a profitable business or might it make sense to pivot and explore new ways of serving your customers?
These are the types of considerations that businesses and those that support business owners need to be mulling over in 2014 and beyond. Pivoting is a business imperative not a new year’s resolution.
Here’s how you can work your way to pivoting today:
1) Start listening to customers, business partners, associates more.
2) Take every concern or suggestion you receive seriously and think about ways you can make each situation easier for your partners without forsaking you position.
3) Discuss possible alternatives with your customers/partners and allow for their input on how you reach the desired outcome.
4) Enjoy the fruits of having more collaborative relationships, because you were able to consider solutions and viewpoints other than your own agenda.
How will you pivot this year and how can I help you?
by Janine Nicole Dennis | Feb 4, 2014 | Employment Branding, Featured, Recruiting, Recruitment, Snippets, Social Recruitment, Talent Acquisition, Talent Management
Image courtesy of PushandPullsigns.com
Hello HR Aristocrats! Today you can find me on the iCims Hire Expectations Institute blog with a brand new article called: ” The Push and Pull of Recruitment”. iCims is a strategic partner of my business Talent Think Innovations, LLC and a supporter of “The Aristocracy of HR”. This article is the first of many collaborations you will see with iCims and I in the future.
FTC Disclosure: I received compensation for writing this article listed below as one of the services I offer my clients. I only work with companies I feel have great products, services and offerings. In accordance with my blog disclosure statement, I will only work with and showcase products and/or companies I believe my readers will benefit from. iCims is an ATS provider and I have either reviewed or used their product personally. I have not made any absolute statements about its functionality but endorse the capabilities I have personally observed. I am disclosing this in accordance with the Federal Trade Commissions 16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.
Here’s a snippet of the post:
“The Push and Pull of Recruitment”
Those of you that have been in recruitment long enough remember a day when we used to be able to post to a job board or two and receive a bevy of resumes. I’m talking posting jobs before we had to pray that anyone would be interested in our opportunities. A lot has changed since that time, and yet I can be assured that every month of every new year there will be some focus on the methods we utilize to attract candidates.
Some say we need to focus more heavily on big data and analytics. Others say attracting top talent is near impossible because we are experiencing a talent shortage. Whatever your opinion on the subject, I think we can all agree that spending your recruitment budget on job board advertising alone is probably not going to cut it that much longer. We are looking at a new frontier of the modern workforce- where a specific and targeted mix of advertising is utilized to get the word out about open positions.
Along with the specific and targeted mix of advertising is a continued emphasis on company’s having a consistent and attractive digital presence.
What does this mean?
It simply means that organizations need to become clear about who they are and what value proposition they are offering candidates for joining their company. In the past, the candidate-employer relationship was guided by what the employer wanted and most experts urged candidates to yield to the company’s wants rather than encouraging them to fulfill their own wants and needs read the rest of the post here.
Want to boost your brand recognition in collaboration with The Aristocracy of HR? Click here for more on our content writing services.
by Janine Nicole Dennis | Jan 25, 2014 | Conference sessions, Conferences, Employment Branding, Featured, Quality of Hire, Snippets, Speaking engagements, Talent Acquisition
Image Courtesy of fuwad.files
Some of you may know that I am off to San Francisco tomorrow to speak at HR.Com’s Talent Acquisition Excellence Forum in San Francisco. This is my first mainstream conference speaking engagement. I am feeling a mix of excitement, nervousness (all good) and anticipation at the moment.
I am very lucky to be co-presenting with my friend and colleague Lexie Forman-Ortiz, Community Manager for SmartRecruiters.
Our session: “Employment Branding For Attracting Quality Hires” is something both Lexie and I are very passionate about. All too often, employers work in a constant reactive state of trying to hire a “warm” body to fill a need. When you have a bonafide need to add headcount to your already existing staff; it is not something you take lightly. Employers have to stop expecting quality overnight and via quick-fixes. Attracting the right candidates to your organization requires a well thought-out recruitment strategy and an understanding between management, hiring managers and recruiters that they will all be dedicated to the process of properly attracting, evaluating and selecting the right individuals for the job.
How will they find these people?
We make the case that employment branding is the answer. Lexie and I are not going to leave employment branding out there as a glorified buzzword of the moment, but we will make it practical and relevant for attendees emphasizing the emerging need for employers to hire for retention.
Whether or not you are physically present to hear Lexie and I speak please follow our hashtag on Twitter #BrandQuality and also check out the conference hashtag #HRcomtalentforum to keep abreast of the other great sessions there.
For off-topic fun and to follow my adventures while in transit to and in San Francisco, follow my #Czarinatravels hashtag on Instagram. I will take you along with me to all the great eats, sights and everything in between.
Also check out my partners-in-crime: Tiffany Kuehl, Celinda Appleby, Jocelyn Aucoin and Mary Wright on Twitter. The first two ladies are also speaking at HR.com and Jocelyn and Mary are coming along for moral support. All great people to follow.
Wishing you a great weekend ahead!
by Janine Nicole Dennis | Jan 22, 2014 | Diversity & Inclusion, Featured, HR Policy, Human Resources, Life, Motherhood, Personal, Policy, Pregnancy, Talent Management, Work/Life
Image Courtesy of “Think Progress”
After being pregnant three times over the past seven years, I have seen, heard, and endured things that have both shocked me and made me angry. For starters, there are far too many employers that are still treating pregnancy as if it is a cardinal sin and a complete undoing to their business. Having children whether as an older more tenured employee or an early careerist is a life decision that need not be vetted or agreed with by an employer. Certainly, there are the usual considerations of the inevitable impact of having children depending on where you are in your career; but they are just that- considerations.
Consider this instead:
*The U.S. is one of only 4 countries that doesn’t offer paid leave to new mothers — the others are Papua New Guinea, Swaziland, and Lesotho.
*Having a baby is a leading cause of “poverty spells” in the U.S. — when income dips below what’s needed for basic living expenses.
When you are notified by an employee that they are pregnant, they haven’t just given you their resignation simultaneously. Pregnant women are not only capable of continuing their duties (unless sickness and or the physical nature of their job interfere), but they are worthy of having your support as an employer.
As a new business owner, I would like to impart some food-for thought for dealing with pregnancy in general and pregnant employees:
- Stop saying dumb things to your pregnant employees. If you are hesitant to say what you’re thinking or you are unsure; do yourself a favor and be quiet.
- Be kind. In as much as pregnant women are willing and capable, a little compassion can go a long way. Ask them how they are feeling. If they are struggling during the first trimester or beyond; allow some leniency. It’s that whole do onto others philosophy.
- Did you also know? *51% of new mothers lack any paid leave — so some take unpaid leave, some quit, some even lose their jobs. If you can help it, get out of this third-world mentality that exists in the US and offer your female employees a dose of relief in the way of a paid maternity leave, the ability to phase-back to work, short-term disability etc.
- While said employee is on leave, do your best to refrain from contacting her regarding work related things or anything in general. Maternity leave is supposed to be a time for healing, bonding, and family. Respect the employee’s time.
- Lastly, if there are concerns about adequate time and the like- communicate your concern, but don’t over communicate. There are dr.’s appointments, unforeseen sicknesses, etc. Again, if this is a good employee do your best to work through these hurdles. In business, there are always workarounds whether you want to openly admit it or not).
- Don’t forget your male employees. They are becoming dads too and may need your support as well.
Pregnant women are not second-class citizens. You do not have to fundamentally agree with the act of childbearing or its timing but you do have an obligation to respect the decision and support your employees as best you can.
Every year Working Mother.com compiles a list of the best 100 companies for the working mother. One of their requirements for application acceptance is that they offer at least one week of paid family leave or they must be on their way to implementing some sort of paid maternity leave. The list is great and proof that nothing I said here is pie-in-the-sky. Check the list of companies out here.
Here’s a wacky bonus tip: don’t touch your pregnant employee unless you ask. I once had a manager push in my protruding belly button because she thought it was odd and cute. Please stop doing these things. It doesn’t bode well for anyone involved.
What are some innovative arrangements or policies you have implemented to support your pregnant or even new mother employees?
*Statistics from MomRising.org- http://www.momsrising.org/issues_and_resources/maternity
by Janine Nicole Dennis | Jan 20, 2014 | Business, Entrepreneur, Featured, HR Innovation, Human Resources, Personal, Talent Management, The Aristocracy of HR
Image courtesy of EdrinWilliams.com
I think it fair to start off 2014 addressing what I am doing and what my continued purpose is for being socially visible. In January of 2013, I started my own business called Talent Think Innovations, LLC. In addition, to having this new business I remain employed by Brookhaven National Laboratory. My move to start a business in lieu of working full-time was a goal and not something sparked by blogging or my involvement in social media.
Plain and simple, I knew after my last position in healthcare that my long-term goal and insurance plan for both my sanity and professional prowess was to be my own boss and call the shots.
So why am I still working full-time?
It’s quite simple, I have bills to pay, mouths to feed, and I still enjoy being a practitioner. Not everyone has the luxury of being able to quit a job where they are gainfully employed to go into business for themselves. I much rather keep myself afloat and gradually build my business for longevity and success.
I essentially get to have the best of both worlds by keeping my practitioner acumen sharp while expanding both my mind and capabilities through my business. It’s a win-win.
Who is Talent Think Innovations, LLC?
Talent Think Innovations, LLC is a Talent Management Consulting firm dedicated to helping start-ups as well as small to mid-size businesses focus on developing smart, innovative talent strategy, policies and cultures that value talent and put them first. This business is the heart and soul of everything I have preached on The Aristocracy of HR and beyond. It is about helping businesses operate in a way that makes sense and that focuses on talent-centric practices, programs and policies that truly favor the success of the workforce.
After working a few places and in HR, I have seen everything HR shouldn’t be about and how we not only undermine our value but also facilitate a diminished value of the business with poor practices from the perspective of both candidates and employees. I have long been known by co-workers and superiors as a change facilitator and initiator; always looking to improve or create something better. Unfortunately, my experience has also shown me that all of that enthusiasm, passion and knowledge can go but so far in an organization with the impact of politics, bureaucracy and ignorance.
I have decided that I want to work with the organizations that have made missteps and need help regaining inspiration and traction. This is my call to action.
What’s next?
They say you are not truly in business until you start making money and have clients. Well, I accomplished that prior to my one year anniversary. I am working with some fantastic people and even more important there is synergy between my philosophy and my partners.
You all know me best and first as the “CzarinaofHR” reigning over the popular Aristocracy of HR blog. It is finally on its own domain and also acting as the official blog for my company. It is only right that my two voices be unified on one platform. I will continue to blog my heart out as your “Czarina” as well as on my contributor platforms like Performance I Create, TLNT, and Achievers.
You can also find me on my new You Tube show “Ask Czarina” where I will make the blog experience a little more personal in 2014.
Lastly, in case you missed it, I am speaking now and so you shouldn’t be surprised to see me at select events or venues sharing what I know.
Regarding social media, my theme for 2014 and beyond is to “engage with a purpose”. For my business, brand and network purposes I must remain active, but how active and how frequently will vary. There’s something called life and while the digital life is great, real life is even better.
In conclusion, my aim is to help people and businesses whether through the blog or my services. If I can help you or anyone you know don’t hesitate to reach out.
I look forward to walking this new journey of 2014 with you. Thank you for your continued support!
Janine Truitt
The Aristocracy of HR
by Janine Nicole Dennis | Oct 30, 2013 | Featured
I am usually on fire by this time in the week wooing you, my aristocratic community with my HR musings.
Yet, this week I don’t feel like it and I didn’t much feel like it last week either. You see something wonderful has happened. I found out about two weeks ago that I am pregnant with my third child. Amidst, periods of nauseousness, extreme exhaustion, and just being occupied with my work- I find myself wanting alone time whether that is in real life or away from social media.
It’s an introspective time for me as it is the end of the year. In addition, more and more opportunities are presenting themselves. This all comes, as I consider my life as a woman entrepreneur/full-time employee and mother of three. Yikes!
I have often said that every time I gave birth to one of my children I was born again myself. I can’t explain it, but each have brought me immense blessings both personally and professionally and I always resurface with a brand new perspective.
My point in all of this is HR is great, social media is awesome, but right now I am counting my blessings, recounting this years accomplishments and missteps, planning for the future and taking care of this growing soul I’m carrying.
It’s called real life. You know, that thing that really truly matters when we aren’t talking about tweets, HR and all other secondary and tertiary matters.
I’m around and I will still be sprinkling you with my HR wisdom just maybe not as often. In order for me to dominate and accomplish my goals, I have to take the necessary time to nurture every facet of my life. For once, I’m accepting that sometimes there is a bigger plan at play and I accept it. I have to live my life and see where this journey is taking me. In short, I’m flippin excited!!!
What personal or professional realizations have you had this year?
Janine Truitt
by Janine Nicole Dennis | Oct 17, 2013 | Life
Unless you have been in hibernation, you have likely been tuned into the government shutdown showdown happening in Washington over our debt crisis. I won’t address the politics of this situation, but rather the leadership lessons.
This shutdown despite the reasons purported for its existence is something that has crippled many and nearly crippled others. It has crippled people- if not with the mere fear of the repercussions of our congressmen and women’s decision-making then most certainly by having one’s livelihood and means of supporting themselves temporarily stripped with furloughs.
Through it all, the handsomely compensated leaders in government wooed us with jargon like “we’re in this together or we understand how difficult this is.” Wooed may not be the right word maybe angered is better. Nevertheless, the reality couldn’t be any further from the truth for those affected by furloughs and the like. Still these leaders march on valiantly in ignorance making no progress until nearly the 11thhour.
When we speak about leadership it is important to note that the concept of leadership begs that we lead by example. It isn’t a moniker of entitlement whereby you get to hand down a different set of rules and values to those who follow you while you do the exact opposite.
In addition, you aren’t likely to engage people as every leader hopes to- when your sympathy is worn on your sleeve and you don’t have a clue or truly care about your employee’s realities. When you are paid a healthy salary along with perks and your employees are hardly compensated well for their efforts-face it- “we aren’t in this together.” There are very different vantage points at play.
Many of my colleagues and even I have spoken in the past about engagement and leading people from a place of compassion. It is not fluff or some warm and fuzzy HR concept. It’s a wake-up call and a call to action urging you to get your head out of the clouds and back on earth where humans (your employees) need you to recognize that their realities and your own are not one in the same.
That isn’t to say you should start throwing money and gas cards from your office chalet, but it is to say that these are difficult times in business and society and your success as a leader is heavily dependent on being able to mobilize and inspire people to work towards your mission, goals, and vision.
To get them there, you first have to see each of them as individuals and regard them highly as a fellow human being. Every decision or indecision you make affects your employees. The effects of your decisions or choices will not always be a crowd-pleaser. However, you do need to have the foresight and ability to see the different realities from where your employees sit-to gain and sustain credibility and respect with your staff. If you can lead in a way that makes the partnership meaningful for you and the employee, you will be on your way to a laying a crucial foundation for a great leadership and an engaged workforce.
Janine
by Janine Nicole Dennis | Oct 10, 2013 | 1, Recruiting
When all attempts have been made to influence a marketable and enticing job posting- what more can a recruiter do? When all efforts have been put forth to amplify the reach of said posting to garner the best and brightest candidates- what is left? If recruiters have sourced and prescreened their hearts out to find the diamonds in the rough, what more could you want?
I ask some basic but nevertheless important questions that most recruiters have asked themselves every day. It tells a story that not many people understand but recruiters do. How much more can one human being do to ensure a hire comes of a vacancy when all follow-up with the hiring manager has been attempted, all viable candidates have been evaluated, screened and sent for further consideration?
What more can a recruiter do when in return for their diligence there is silence or worse yet a plan “b” that doesn’t involve giving a chance to any of those candidates you fought so hard to woo in an effort to fill a position?
Herein lies the gap between a good recruiter’s intentions and efforts and the importance the company places on candidate experience. There are more shenanigans, politics and red-tape than any jobseeker can comprehend when it comes to hiring in some companies. It isn’t as cut and dry as you post a job, you receive candidates, all qualified candidates receive an interview, and the best candidate is chosen. This is an ideal situation that is rarely reality and also substantiated by the bevy of candidate stories and complaints about the consistently misguided hiring processes experienced in trying to become gainfully employed in our current economy.
I think people more or less understand how embarrassing and stressful it can be for a recruiter when you want to do right by your candidates, but you have no updates so you dodge a phone call. Even worse, is when the update isn’t one that is easy to convey like the company already knows who they want but the recruiter has been directed to keep their otherwise viable applicant pool on life support until the company figures out what they want to do.
The moral of the story is- through navigating politics, doing your job and perhaps leaving your candidates with an inkling that you took their candidacy seriously- recruiters have many moving targets to contend with. In my experience, recruitment has never been merely about placing someone in a job. However, more than ever you need to be able to understand the needs of the business, as well as business motivations; all while keeping in the balance your candidate relationships and if applicable compliance obligations.
Circumstances in business are always subject to change, but it is nonetheless difficult for those who are charged with being the face and/or ambassador of the company brand- when your hiring process is marred by disingenuous practices.
If all of what I just described is a clean succession of processes in your organization, congratulations! You probably work for the minority of companies that genuinely takes all of this seriously and have found ways to mitigate these circumstances. As for the rest of you that are nodding your heads as you read this, keep up the good fight. I salute you!
What are some of those sticky situations you have had to deal with as a recruiter?
Janine Truitt
The Aristocracy of HR
