Rossa Mullally, Associate Director, Sigmar Recruitment
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This document discusses the importance of onboarding top job candidates effectively. It notes that the perception of why a candidate may not have gotten a job can often differ from the reality of the situation, such as a candidate believing they failed an interview due to lack of preparation when it may have actually been due to a poor interview process. The document stresses that engaging candidates during the interview process and ensuring the job opportunity matches earlier perceptions can help land top talent and prevent them from going to competitors instead. It also emphasizes the common goal of finding the right cultural fit when hiring.
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Rossa Mullally, Associate Director, Sigmar Recruitment
- 1. The Principles of Onboarding Top Candidates Rossa Mullally, Associate Director, Sigmar Recruitment
- 3. Perception
- 4. Reality
- 9. Perception
- 10. Reality “I didn’t get that job because I really didn’t prepare at all and honestly did a terrible interview”
- 11. Believe in yourself and others will too..
- 13. Reality “It’s a real pity we couldn’t land that candidate but our interview process was frankly terrible and completely put him/her off the opportunity and now they’ve gone to our competitor”
- 16. The Tricky Part
- 26. Competitiv e Salary & Benefits Fulfilling Job Career Progression Culture Flexibility
- 29. WYSIWYG What You See Is What You Get?
- 42. Rossa Mullally Associate Director, Sigmar Recruitment T: +353 1 4744621 E: rmullally@sigmar.ie
Editor's Notes
- What I’d like to talk to you today about is the importance of having a consistent message and approach that reflect your companies brand and manages expectations of the people/talent involved in potentially joining your company.
- Before I start I’d like you to think about this..
- This is me in my head
- Unfortunately for me the guy on the right is probably closer to reality or at least somewhere in between.
- But what is going on here? Why am I talking about this. What’s happening here? I am deceiving myself. This guy Robert Trivers is an evolutionary theorist who lectured at Harvard and UCSC He believes there are 2 reasons people self deceive: 1 is to feel good We do it all the time; this morning I was worried about this presentation and I said “Everything's going to be OK!”
- Odds of Winning the Irish Lotto – 10.5 million to 1 Being eaten by a shark - 10 million to 1 Writing a New York Times Best Seller – 220 to 1 It gives us hope which is a good thing Like Gatsby reaching for that green light “to-morrow we will run farther, stretch out our arms farther”
- A friendly shark
- It could be him Becoming the US President - 10 million to 1 Everything's going to be OK
- Those of us involved in the recruitment process see this happening all the time How many of us have seen this type of candidate?
- However how many have seen this type? It doesn’t happen that often It’s not very nice and doesn’t make you feel better about yourself
- Essentially what Trivers argues that if you believe what you are saying others will believe it too..
- If each of us here examined our interview process would we see this?
- Or would we say this? Again the truth is probably somewhere in between
- We need to bridge the gap
- Engange, on brand, on time
- Now here’s the tricky part. All of this is interdependent. Get 1 part wrong and it all falls apart Also to make things more difficult all of this happens concurrently..
- This is you.. Wed afteroon 31st person who had reached out
- Not only that but what’s the cost of actually engaging with talent. Finding them is the easy part: candidates are out there It still costs time and money though Do you know what it costs your organisation to find a candidate? - Professional Licenses Training ATS systems What about the time it takes? When you do find them do you grab their attention? I approached a Dutch Software Sales candidate on behalf of one of my clients on a Wednesday afternoon; he told my I was the 31st recruiter that had approached him that week alone. - What’s cost here? What’s the cost if we get it wrong Manage expectations from the start Candidates who are uncertain will hedge bets Remember to pitch to your candidates – you are selling the opportunity to work in your organisation Earn the right to ask the tough questions. Sell your company 1st Candidate withdrew as felt the company was too flippant about the financial crisis Guy rejected the offer as interview process was too easy, said it sets a low bar so they must not have an awesome team Video interviews really annoyed candidates. Every single question in a 2 hour interview was negatively focussed 1 Way – no pitch
- Candidates are easy to find They are not easy to engage
- 15 seconds for a CV 5 seconds for your message
- 15 seconds for a CV 5 seconds for your message
- 15 seconds for a CV 5 seconds for your message
- 15 seconds for a CV 5 seconds for your message
- 15 seconds for a CV 5 seconds for your message
- Have a unique message in a crowded market place Speed limits are ignored How many would ingore this Have a unique message in a crowded market place Reason he engaged with me – 3 quarter progression rule
- In order to engage with top talent you need a brand that will attract them. But what is a brand? It’s actually hard to define ”feature that identifies your company as distinct from those of others” it’s the expectations that you set? This includes everything we see here. Are you as a company aware of your brand? Are you aware of your clients brand? It’s important that everyone does so that it is reflected or illustrated during the interview process
- Don’t believe your hype You can’t give the same tired lines that Q: Arrogant recruiter “we’re the best and if people don’t want to work for us they are stupid” New Relic: new roles, due to growth. Changed quota, new VP has changed the culture
- Check what how your company is perceived? Check out how your client is perceived? Redundant for fighting story But check, Glassdoor, staff, google reviews etc.. If there is a problem you need to address it; either internally or with your client
- Make sure the recruitment process reflects the expectations: Do you say your committed yet are offering zero hour contracts? Do you say you are flexible yet require everyone to work from their desk 9-5.30am; or only interview during office hours Mon – Fri? Do you say you are creative but have a very rigid interview process that doesn’t allow for a candidate to shine? I have a friend that went to an interview that involved 2 hours of questions all negatively focussed. Sure this is ok to stress test someone but it doesn’t lend itself for a candidate to freely express themselves. Do you engage in candidates but at the end of the process offer a salary less than what is expected? It is important that we regularly check that we deliver on our brand and make sure that we are not fooling ourselves If we are we are losing potential employees When we don’t this happens: “one of the worst experiences I have ever had…the interviewer kept checking his watch and wouldn’t look me in the eye…he told me “you’d better know who our CEO is… Hire Bar COMMUNICATION: I never heard back from the company about my status. I was told I would be moving to the next step, but it never happened. – TIMING: I was told that I would hear back within a certain time frame, but it was not accurate. – CANDIDATE EXPERIENCE: Interviewers were rude. Process was impersonal. Intimidation tactics used. Outdated interview questions. – INTERVIEWER QUALITY: Interviewers were not on the same page about the requirements of the role. Interviewers not engaged. – PROCESS: There were too many rounds of interviews with too many people over too long a period of time. Top 5 themes for the highest rated companies: – INTERVIEWER QUALITY: Interviewers were engaged, open and honest about the demands of the job. – CANDIDATE EXPERIENCE: Everyone was nice and took time to make me feel comfortable. – INTERVIEW COORDINATION: The process was well organized. They worked around my schedule. – INTERVIEW QUESTIONS: Interviewers asked a variety of technical, experiential and behavioral questions. – COMMUNICATION: They followed up with me quickly. I was informed of my status in a timely fashion. Now saying that I had a candidate that I placed on a Monday, call me on a Friday saying that he was made redundant….for fighting.
- Google 11 month contract
- Top candidates respect needs to be earned so they will compete. You need to earn the right to ask the tough questions. To do this you need to showcase what you can offer as a consultant; prepping, navigating the process Your knowledge of the company, of the industry Vin Diesel is dead and Ted Danson is very worried Earn it Part is in your brand – get them to compete Part is how you interview - Dermot sharing weaknesses Make the candidates earn it – too easy not an awesome team
- How many red cars are there in Ireland? Don’t do it and don’t allow your clients to do it.
- Hire View Avoid using ATS systems Great for screening out volumes but won’t work for top talent Push back on your clients if they insist
- Don’t let time make the decision for you
- Every company has an interview process which means it’s a level playing field. Think about this The number one push factor that we see is I’m not fulfilled by my job The number 1 pull factor A job where the person feels they can make a difference It’s not benefits or salary – this is where a lot of companies focus
- If you can show that your company can offer meaningful work to candidates then you can compete for and win the talent. Think Brand, Engagement, Timing
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