How Skipping Ahead Leaves You Behind in Recruiting - 6 Steps to Success

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“So, are you lazy, or just stupid?”

That was the question my father would pose when I brought home a mark less than 95. An “A” was great, but followed by a minus sign, it became a disappointment. And “I don’t know” was NOT an acceptable response. So, not wanting to admit to being stupid, the right answer was always “lazy” with a promise to work harder. (Because who wants to own that label?) I’m a long way from my father’s household, but that question still pops into my mind at work on a regular basis (though I never ask it aloud), the answer almost always being: lazy. But lazy won’t get you very far, not in my father’s home, and not in your office. Now, as an adult, I have shifted my thinking away from promising to work harder, and learning how to work smarter. It’s gotten me pretty far and I hope others in my field will follow suit.

I have happily spent the last few years (consulting in-house) being criticized for being “overly concerned” with process. It has never bothered me because I know that I’m an effective recruiter because I am not too lazy to first set up necessary processes, among other qualities. When I look back at my previous consulting engagements I have left behind a legacy with each company, in the form of some process I implemented. From interview rubrics, to new hire intake interviews, what I leave behind is more than just new hires, who will eventually move on. I understand the importance of process, even for small companies and startups, and want to share 6 steps that should never be skipped in the hiring process. These are ones that can potentially:

1. affect your hiring decision,
2. change your hiring process, or
3. impact the candidate experience.

1. Team Buy In

This isn’t something I often find missing, but from time to time I will work with a startup where the team will learn that a new hire has been made when that person shows up for their first day. This is a problem. First, your team should always be aware of all of your current openings, because how else could they refer friends and past colleagues? Also, as a startup resources and space are usually stretched, so it’s important for the team to know why the need for an increase in headcount exists. Another problem, how the heck are you building a strong team if you aren’t including existing members in the selection of additional members? You have a lot of gall if you think think a couple folks on the leadership team are equipped to completely own the hiring function, with no input from the people who will be working directly with new hires. Be transparent about hiring, and include key players who are trusted by the team. Buy in from those few will translate to the entire team.

2. Candidate Check-ins

I am not sure why it’s so easy to forget that hiring is a two way street. In fact, often the tables will turn midway and suddenly you find yourself doing the hard sell with candidates. If you have any clue how to close, you aren’t waiting until offer phase to start the sell. Candidates should be treated as though they are the #1 prospect for the role until proven otherwise and eliminated. That means that every step of the way, as you are deciding to keep moving forward, you should check in with the candidate to make sure they still want to work for you as much as you want them, probably more so. Fail to do so and you end up one of those companies struggling (failing) to surpass a 50% offer acceptance rate.

3. Practical Interview

As an in-house recruiting consultant I spend the first couple weeks observing and analyzing existing practices, so I can make recommendations. One step I often ask is for hiring managers to link the steps in their interview process to the criteria of the job they are trying to fill. Too often the evaluation process never tests a candidate’s ability to do the work that needs to be done. Startups especially, are so concerned with making a quick hire, they often forget to determine they are also making a “good” hire. If you’ve invested in an employee who you had to let go within 12 months of hiring, you need to revamp your evaluation process. Whatever it is that you need that candidate to do, make sure you see them demonstrate their ability to deliver, or hear it from a trusted resource. That is a great segue…

4. References

This one seems obvious, right? There isn’t a company I have consulted with that hasn’t hired someone without checking any references. This is clearly just laziness. Most candidates expect to share references, and have them readily available. References can serve multiple purposes, from clearing up any lingering questions, to confirming what has already been decided. I’ve seen references change hiring managers’ minds, from hire to don’t hire, and visa versa. That was lesson enough for me to see the importance of checking references. Not only that, you want to have consistency in your hiring practice. It doesn’t reflect well to have some employees know you checked their references, but not others. It could raise questions of equality that you would probably rather not engage in.

5. Background check

Since I feel I’ve been a bit “lecturey”, and this section should be informed by common sense, I shall now regale you with tales of woe.

The first is my own, when I was hired to work under a “Chief Talent and Culture Officer.” Long story short, they kept telling me the wrong (sometimes illegal) way of doing things. After a particularly glaring mistake (not knowing the ADA age protection applies to persons aged 40+), I decided to do what I should have done before taking the job. I went to LinkedIn, and visited the web page of each of my supervisor’s former employees. The 2 startups they “grew from the ground up”? Both were their spouse’s sole proprietorship, one where they were the only 2 “employees” and the other where they were joined by a contractor. Then I realized that one of those companies was unnecessarily hosting our Greenhouse career page, and we were paying them to make our lives more difficult. (I wasn’t able to update our postings myself.) I realized I had taken a job reporting to someone who had never done my job, and in fact had never even sourced a single engineer. I didn’t stay at that contract, as I couldn’t be a part of that level of deception. Consider yourself lucky if you skip the background check and all you lose is a really, amazingly great recruiter. Best case scenario.

Worst case scenario? It really depends on you, so you can decide for yourself. Yahoo? Yammer? YOWZA!

1. Mark Thompson Lied to Yahoo
2. Marcus Tillman Makes Us Want to Check Contractors too
3. More Liars (Go Irish!)

6. Feedback Collection

Unless you’re afraid to hear just how bad your hiring process is, you should be gathering feedback from candidates, whether an offer is made or not. Without feedback you cannot iterate, and will never improve. There are different ways to collect feedback. You can create your own survey using tools like Survey Monkey or Poll Everywhere, or you can refer to manuals and online resources which have ready to use templates. The work may already be mostly done for you. If you’re using a robust recruiting software, like Greenhouse, candidate surveys may be a feature you’re already paying for, and just need to implement. My personal preference is to have conversations. If a candidate has gone through the process, visited your office, and met with your team, they deserve to hear the disposition of their application, not receive a stock rejection email. And this consideration will reinforce their trust in you, so they are more open to giving honest, and critical feedback. (Which you need).

Change is good, and inevitable, so embrace it, prepare for it, and when the time comes, dive into it. Being afraid of change, to the point where you avoid anything that could bring the possibility of it, will harm your bottom line. And I’m sure you would rather not look lazy or stupid.

Interview Pitfall: Why should I hire you?

I recruit for a living because I love building teams that build products, but I coach job seekers because you cannot be in the hiring game and not become sympathetic to both sides. From time to time I am presented with really relevant, or often asked questions, where my clients found my response especially useful. See below (with edits).

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Question: I always struggle with what to say when they ask, "Why should we choose you for the job?” Or, “Tell us what interests you about this position?” How do you sell those questions without giving them a cliche answer about how you are a hard worker, who likes the company, blah blah blah?

Answer: First, start with looking at the jobs you are applying to. Before you send out your resume, ask yourself those questions. If you feel comfortable with your answer, proceed. In fact, that answer is basically your cover letter, right? But if you can’t convince yourself that you at least deserve a chance to be considered for the opening, then maybe reconsider taking the time to apply. The job search is a time-consuming process for everyone, try not to waste time.

Remember that employment is a two-way street. A company doesn't just want to hear about what you can offer them, they want to know what they can offer you. Any healthy relationship requires give and take on both sides.You need to prepare for each call by figuring out which of your long term goals makes sense for the company you’re speaking with. No one would disagree that your path won't be the same regardless of where you end up next, so having a different story for each possibility is reasonable and fair.

Your answer has to be about your connection to the company, and the role. Maybe at Company A you see a potential mentor, someone who is going to groom you to take their place one day as a leader in the company. Talk about why that is important to you, and what you will contribute to making that happen. But with Company B, you will be thrown into a situation where you will have to ramp up quickly, learn new things, overcome challenges, and work with very little oversight. Talk about how excited that makes you, your past experience rocking a similar situation (so they know you CAN do it), how you plan to get started, and anything you’ve done up until this point. That final point can be as simple as acknowledging your lack of experience with a particular bullet point in the job description, and discussing research you’ve done, and a couple new things you have learned since encountering their job opening.

Here is a sample response:

"My goal is to become a go-to resource for growing companies who need to grow their teams and build their team culture. I'm hoping that in the next 3-5 years I will be called upon by these companies to make key first hires, design and implement processes, and eventually hire and train their first team of permanent recruiters. In order to do that I need to continue building my network, to work for and accomplish big wins with a variety of reputable companies (such as Company X), and hone my skills while learning new ones.

(Future goals, and why this role is a step towards them. Good companies want a team full of ambition. If a company is turned off by ambition, don’t worry, they won’t be around in a few years anyway.)

In my previous contract I saw great success as I overshot hiring goals, bringing on 13 new engineers in just over 3 months, and forcing a budget freeze. I was able to call on my past experiences in event management, contract negotiation, and project management, which has helped me see how my previous careers were really just preparing me to be the best recruiter ever. In addition, I learned a lot about pace, branding, and out of the box recruiting techniques. I will bring what I learned to Company X, and continue to grow as a recruiter as I tackle any new challenges I am presented with. I'm confident in my ability to learn on the job, as that is what I have always done.

(Showing that I am capable of success and have crossed hurdles, while also addressing what they might have seen as “red flags” on my resume. You may want to discuss how your government work was more similar to for-profit business than they think.)

I know your job description mentioned the need for strong sourcing skills. That has always been a strength of mine, and I would be very excited to see how I could tailor my methods to your company and culture. If I might turn the question around, do you see any reasons why you would not choose me for the job? I would love to address them if possible."

(You know the role you’re applying for. Good. You aren’t planning to come in and go rogue, but want to integrate into their team. Great. Did you just ask for negative feedback that you could address on the spot, and/or follow back up with concrete evidence to the contrary when you finish? FABULOUS!)

So, we just took a seemingly fluff question that usually leaves you feeling pretty generic, and made it the question you will be dying to answer, so you can rock your interviewers' recruiting world. The important thing is you have to believe what you’re saying and speak confidently. I would suggest role playing with friends, in person or over the phone, and if you’d like we can set up a time to practice, as well. Just remember, your response has to be sincere!

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Do you have something to add? How do you answer this question in interviews? Use the comments below to join the conversation.

When An Offer Is On The Table

Salary negotiation is a skill everyone should have. Whether you are negotiating on behalf of a company, or for yourself as a candidate, the end goal is to walk away feeling like nothing was left on the table. At the same time, it’s a delicate art, usually more emotional than expected, and pushing too hard can backfire to unpleasant results. I was recently asked for advice on dealing with salary negotiations by a former colleague, and decided to expand and share with you all.

Know your bottom line. In law school I took a course in Business Negotiation, and part of the little information we were given about our assignment scenarios was our clients’ bottom line. This is the least we could accept and keep them “happy”. This would also get you a C grade. Your bottom line is not where you want land, but you need to know where you are willing to land. On the company side, this line will likely take the form of a budget max, which they do not have the resources to push. For a candidate, this is the minimum overall compensation package you would accept, and anything less, you walk. It is the difference between what a company can do and what they want to do. And for a candidate, the difference between what they need and what they want.

It is important to share this crucial information early on in the process, on *both sides*. Since a bottom line is non-negotiable, having this information will save everyone wasted time and headaches. Because of the relationship that is being formed (California is an at-will employment state), it is much better to lay cards on the table, unlike in a business negotiation with a binding contract.

Ask Why. If the company is considerate enough to propose a salary or range, ask them to explain how they got to that number. It will help set the tone of transparency and fairness. Are they following market rates? Trying to maintain a status quo within their team? There could be any of several reasons why a company has set their salary range. One motivation they probably don’t have is trying to underpay you and get you hired for as little as possible. The reason being, employees who feel underpaid don’t work as hard, or stay as long. Seriously, salary range usually has very little to do with you, and everything to do with them.

Know your worth. When you counter, know why you are asking for that amount. Look to factors like years of experience, skill set (relevant to the role, as well as extras), leadership experience, education (degrees and otherwise), current salary, etc. As someone who gets to be a part of negotiations, I can say that there is nothing more annoying than an arbitrary counteroffer, “just because.” Be careful about pushing just to see how much you can get. This method will backfire as often as it will work. **Use resources like LinkedIn and Glassdoor to gauge what is "reasonable", if that information is available.**

                                                                                               

Be flexible. Remember that a compensation package is just that, a package. Don't get hung up on salary and miss out on other valuable aspects of the offer. Is your commute improving? Are you getting considerable equity or bonuses? Have they offered valuable perks like commuter benefits, in office meals, cell phone reimbursement, etc.? All things considered, you might take a lower base and end up with more than you would have by taking the offer with a bunch of cash on the table.

Don't sell yourself short. Refer to the above, and if you are losing out on any valuable perks or benefits, it is completely reasonable to ask for some balance in salary. And again, by starting the process with a conversation about compensation, you will feel more in control when it is offer time, and less like you’re being taken advantage of.

Happiness is worth its weight in gold. If you are trying to get out of a yucky situation, it might mean taking a pay cut, and that is ok. If you are in it for the long haul, most salaries are reviewed annually so you'll get back to where you were, and smile a lot more while you're doing it. In the same vein, if you're happy and being recruited, you should expect a slight bump in exchange for the inconvenience of changing companies. But avoid regret by turning down your dream job over negligible cash.

Final thoughts: The offer phase is super emotional! This is the case for everyone involved. I have seen the way feelings are hurt; pride insulted, and nerves ground, from hiring managers as well as candidates. From the recruiter position, we’re in the middle, trying to find the place where everyone is happy. So trust us! And even if you weren’t actively recruited, don’t feel like you can’t reach out to your recruiting contact for some honest advice. A short term hire can be worse than no hire, so we’re pretty thoughtful.

To learn more about the author visit Recruiting Like a Boss.

Disclaimer: The ideas expressed in this piece are solely of the author, and in no way reflective of any clients or partners, past or present, she may represent in the course of business.

The Tough Choice We Face

Image courtesy of iosphere at FreeDigitalPhotos.net

This past weekend I was lucky enough to sit on a panel at a Job Readiness Workshop organized by the Junior League of Oakland-East Bay. The experience lead to reflection on what it takes to get hired in today’s market (and how much the whole process kind of stinks.) We (those doing the hiring) encourage putting your “best” foot forward, and presenting the “best” possible version of you. I guess that is easy enough to do throughout the brief interview process. Then what? You receive an offer, accept a job, and then you have to keep it. Does that mean that for the rest of your career, Monday through Friday, from 9AM to 6PM you have to consistently present only the best version of yourself? Is this realistic or sustainable? I don’t think it is. I think it is exhausting to even think about it, and an insurmountable challenge from which many people shrink. Or they try and then become miserable in the process, often times failing despite their best efforts. What I see, more often than I am comfortable with, are people making the choice between being employed, or being comfortable, happy, and fulfilled.

I work in Human Resources as a recruiter, but I have learned a lot of HR practices over the years. Concerns around culture and workplace happiness are relevant to recruiting. How could someone hire people into a company they don’t believe has an environment worth joining? Personally, I want to know I am representing an organization that will be accepting, appreciative, respectful, understanding, and most importantly safe for new hires. I have to believe that my company knows people are not perfect, that they make mistakes, and that they should not be afraid or insecure. But this is not always the case. To hear of a woman being judged because she allowed herself to become emotional in the workplace saddens me. To know the expectation is that the personal turmoil an employee is suffering will be shoved down and pushed aside when they enter the office frustrates me. To hear that speaking to a manager is accompanied by fear irritates me. But this is the way it is, I am told, time and time again. I am a huge fan of any organization that allots “personal” or “mental health” days. To acknowledge needing time to deal with something like the anniversary of a loved one’s passing, or the end of a relationship, distinct from being sick or on vacation, is to acknowledge and accept the humanity of your workforce.

Employers, please try to do better. Job seekers, and job holders, hang in there. Be courageous, and don’t be afraid to show the many different parts of you. Have faith that there is the right role at the right company, one that will allow you to grow both personally and professionally. Own your flaws. Everyone has them, and a good, healthy workplace will recognize this truth. That is where your talents are deserved, so wait for it. One day you will be treated as a human first, and an employee second.

Note: The views expressed are my own. They have not been reviewed or approved by Sungevity.

Matchmakers v. Money Makers

Today I was asked why, if I'm “such a good recruiter”, am I not working at an agency “making half a million dollars”. First of all, I never told this person anything about the quality of my recruiting. We were debating the prudence of wearing a competitor's logo to a company happy hour. (I thought/think it’s a major faux pas, in case you were wondering.) Second of all, in my experience, it is not a given that you are going to find the best recruiters at agencies. Third, I was quite incensed at the implication that a “good recruiter” is defined by their income level. And while I fumed I realized my irritation was not just directed at this individual, but at everyone who sullies talent acquisition with such misguided thinking. And that leads us here, where I succinctly break down the difference between matchmakers and money makers in recruitment. And I am going to dedicate this piece to Fr. Theodore Hesburgh, who reminded me that being successful has nothing to do your tax bracket.

Above mentioned individual is somewhat right. You will find most money makers working in recruitment agencies, where earning potential can be unlimited. I tried that route and was eventually terminated because my focus (my clients, their team) was not aligned with the agency’s focus (profit). This is not to say that money makers are not valued and important contributors to the talent acquisition process. But their drive and focus will not translate to success in house. They are going to care about pace and quantity of hires, because it's how they sustain. That focus is going to be valuable for any organization at some point or another, and that is why you will be hard pressed to find any company that has not used an agency to hire. Luckily, most money makers know what motivates them, and will never leave those commission checks behind to recruit in house.

On the other hand, we matchmakers are much less interested in maxing out our earning potential quarter over quarter. Our drive is a bit more big picture. A matchmaker has to find a company with a cause, or mission, they truly believe in. Our motivation is a desire to further that mission, through growth. And rather than filling as many roles as quickly as we can, we care about the delicate art of finding the right people, for the right role, at the right time. I like to call it “sustainable growth.” Matchmakers choose to use their skills to do well for more than just themselves. We care about our companies, the teams they are built around, and the individuals who comprise those teams. We understand people, culture, and are willing to put them ahead of our paychecks.

Did I just get a little ranty in response to being insulted? Yes, I did. But only because I think a lot of people might be confused about why a recruiter could ever care about anything besides stacking paper. Hello record, you look mighty straight.

There Is No Such Thing as a "Bad" Candidate

I like to think that we live in a world of second chances. The interview process is surely one place where everyone has wished they could have a do-over. That is why I use my recruiter screen as a first chance, and try my best to make sure my candidates get their second chance. No one has ever accused me of being soft, or too nice, but I believe in a level playing field, and making sure that people are given a fair shot. I consider myself lucky, in my position as a recruiter, to give people an opportunity to show their best when it really matters.

I have worked with a lot of recruiters, both bad and good, and the bad ones all have something in common. They treat candidates who don’t immediately identify themselves as high quality as undeserving of their time, and kindness. They label these folks “bad” candidates, and deem them a waste of time. What makes a good recruiter is the ability to look beyond the resume and interview answers, and recognize the inherent value in any person who has decided to give their time; having foresight to see where a bit of coaching and feedback could take an iffy recruiter screen, and turn it into a stellar phone interview, then on-site.

At the end of the day, as recruiters, we need candidates. We depend on referrals. And we count on our network to help us make hires. We have to remember that a pass today could be next year’s solid gold hire. Here are a few reminders for recruiters, for when next you get on the phone with a candidate:

1. You are the face of your company. You might be your candidates’ first impression of the company, so it should be a good one, no matter what. Take the time to tell them about the company, the role, and exactly what you're looking for. If you do it right and they aren’t a fit, they just might take themselves out of the running. If not, when you let them down gently they walk away feeling good about their time with you, despite the negative outcome.
2. You chose to schedule the call for a reason. Good school, good company, good connections, etc. Whatever it might have been, this person has some redeeming quality that made you reach out. How you handle this candidate will determine the access they give you to their network and how they represent your company in their circles.
3. There is something to be learned from every screen. Do not take for granted that every call is an opportunity to learn and improve. A few weeks into a search I expect to only hear off the wall questions. By that point I can anticipate the common and frequently asked questions and have integrated answers into my pitch. If I don't have the answers, I've noted that the candidate is probably wondering about A, B, or C, but those questions are better addressed later in the process.
4. Reject those who are a poor fit, not who have interviewed poorly. I've spoken with enough entry level candidates to know many have no idea what they are doing. They tell me what they think I want to hear and are usually pretty wrong. I have come to see that their inexperience will often trump their intelligence and drive when it comes to hiring managers, so I take it upon myself to coach these applicants in preparation for the next next step. My go to line: "I know you have it, we have to make sure they [hiring managers] see it."
5. Be an ally! Being a friend to your candidates can go a long way towards building your team. When candidates like you, it’s easier for them to trust you, and therefore be honest and forthright with you. This relationship weighs heavily if and when an offer is put on the table. I have had numerous candidates over the years who signed a competing offer, then realized their mistake. They had been duped by recruiters who were out to make a commission, and ployed then with a bigger salary. But when you know your candidates you can remind them that more important than salary is an easy commute, the flexibility to pick up their kid from school, or any of the other factors they shared with you throughout the process.

It pains me to hear recruiter horror stories from my candidates. They deserve better than they often get. Recruiting is a skilled and challenging field, and it takes effort and time to master the profession. It helps to remember that candidates are people looking to better themselves, in one way or another.

Why I Qualify (All the Cool Kids are Doing It)

The job of a recruiter goes beyond simply finding resumes that look like a good fit for job openings. Contract recruiters must respect the time of the in-house recruiters and hiring managers for whom they work. They should recognize their own value is in saving time and energy, and speeding along the recruitment process for their client. In order to do their job they have to understand the role, the company, the culture, and know how to assess whether or not each candidate they submit is a complete match. They must then convey that information to Hiring Managers in a clear and understandable way.

If you are a technical recruiter, well versed in technical skill sets or not, here are five quick tips to help you verify the quality of a candidate before sharing them with your client.

• Use an “Ideal Resume” for comparison (think fluffy white bunny, NOT purple squirrel)

Do not expect a hiring manager to come up with this themselves, but do a bit of searching and gather a few profiles. If you can get the HM to review and label them as No, Maybe, and Yes, with a brief explanation of each, you gain valuable insight. Do school ranking, previous employers, position title, etc, hold weight? Use that feedback to decide whether or not future candidates are going to pass the muster of the Hiring Manager.

“This candidate has a very similar background to Resume A, who you expressed an initial interest in.”

• Know your client’s industry, and their competitors

A great way to quick scan is to know what companies do similar work, or provide a similar product to your client. Before you start sourcing, make a list that you’ll not only use to source from, but use as a reference for reviewing resumes. This opens up your pool beyond employees from the usual suspects, i.e. Facebook, Google, Yahoo, Twitter, etc.

“This candidate was sourced from Company X, where she spent 1.5 years in a similar role.”

• Do not submit without speaking to the candidate

There is no better way to assess cultural fit and communication style than through an open and engaging conversation. Make sure to send your impressions from that conversation along with the resume.That conversation is also the best time to answer any questions the candidate might have, confirming they are interested in the opportunity. I like to use this time to create a legitimate connection with my candidates. If we don’t share at least one laugh, major fail!  

“I really enjoyed my conversation with this candidate. He was a clear communicator and showed great enthusiasm for the company.”

• Know the answers to your questions, and when to ask them

Conversations should be somewhat strategic. When I have a call, I include the salary range in my pitch so I don’t spend 30 minutes with someone who would never accept an offer. Deal breakers should always lead the discussion, so you can keep the interaction as efficient as possible. And don’t bother with technical questions you don’t understand, like inquiring about Python frameworks if you don’t the difference between Django and Sinatra. (Hint, only one is a Python framework.) Take the time to study that ideal resume we talked about before, until you feel confident discussing every technical bullet point.

“Candidate has 3 years of Ruby on Rails experience, but has also worked off Rails and will accept a salary in the $130K-$140K range.”

• Remember the details beyond skillset

The sad truth is, for many companies the perfect candidate in background and experience, might still be unhireable. When sending over a candidate, any recruiter worth their salt should include details such as salary requirements, visa needs, location and desired commute, work/life balance expectations, etc. You should have a clear understanding of what your candidate is looking for in both a role and company, and whether your client can provide it.

“Candidate lives within walking distance of the Palo Alto office, but will require an H1B transfer.”

For more details on how to submit qualified candidates, contact Recruiting Like a Boss.