Whether you’re part of a corporate HR team or an individual who hire into their own department, odds are that you’ve seen your fair share of vacancies filled. Some of them might have been fluid, quick and painless spots to fill, whereas others could have had dragged out processes, and the team in charge of recruitment could have let the process down. Its not right to say anyone can hire the right person, you need people capable of seeing beneath the surface when assessing candidates for a role.
Having certain skills is by no means a guarantee that you will be the perfect recruiter, but ensuring that you are always looking to develop areas that benefit your area of expertise will never come back to bite you. You may even find this list useful to help develop the skills of hiring managers or others in your organisation.
So lets take a look at the list:
- Ethical: The credibility of the recruiter and hiring manager can have an enormous impact on the recruitment process. Recruiters and hiring managers are often the first physical contact the candidate has with the company and will create the impression that they will walk away with. Millennials today are increasingly conscious of ethical standards and are much less likely to take a job with an organisation if they feel have not met certain standards.
- Analytical: The recruiting team needs to be able to look at past hiring information and use it to look forward. As candidates are being sourced, are there certain skills in particular that are currently missing from the team that should be sought out or developed?
- Planning: The recruitment process can drag on for weeks or even months depending on the role. Efficient allocation of resources will pay off in the long-term and the recruitment team should be able to develop an strategy that allows flexibility in the event the hiring process does drag on.
- Technology: A major component of modern recruitment technology solutions revolves around applicant tracking systems (ATS), onboarding solutions, and many more. Not knowing how to work with these technologies can create an inefficient recruitment process and poor experience for the candidate, not to mention the hole it puts in a resume.
- Communication: Recruitment teams need to be able to talk to more people than just the candidate. Other stakeholders in the organisation including employees, and management will usually need to be involved to some extent whether it be for approval or informational purposes.
- Curiosity: Some recruiters go into an interview with a set list of questions to ask each candidate. They do this s that it gives them a chance to compare all candidates equally. More often than not, a candidate will have prepared answers to a lot of these questions and you lose the ability to learn more about the underlying motives behind the candidate’s application. Following-up on questions and letting a conversation take its natural course can be more valuable to a recruiter or hiring managers than they might realise.
- Risk-Taking: Give a man a fish and he will eat for a day; Teach a man to fish and you feed him for a lifetime. Somewhat cliche, but the reality is that many candidates will not know everything there is about the role until they have been in the position for some time. While some recruiters and hiring managers can be reluctant to take the risk on less experienced candidates, they can always be trained, whereas other qualities like attitude and motivation can be much harder to attain.
- Sales: Not every candidate will apply for a job that they will take at the first opportunity, some may have multiple options or may be perfectly happy where they are and are just testing the waters. The recruitment team needs to have the tools to drive a candidate over the line and make the candidate want to work there whether it be by a great culture, competitive pay, or benefits.
- Follow-up: Often one of the more forgotten parts of the recruitment strategy is the need to follow up with candidates after the interview. It gives the candidate an opportunity to be kept up to date and gather some more information in a less formal environment. Going to long without a follow-up can diminish a candidate’s interest in an organisation, and they might move on to other positions. Many ATS have this feature built in to automate messages to the candidate or send reminders to the recruitment team to follow up.
- Evaluation: The recruitment process should always be seen as an on-going cycle of improvement and recruiters should always be open to receiving feedback that could lead to a better experience. Subtle clues can be dropped anywhere from candidate’s interview answers to reviewing the time each candidate spends in various stages of the recruitment pipeline.
Now that you have a starting point, consider taking this list to your recruitment and sourcing team and ask them if there are any additions or changes to skills that they feel should be included on their list. The next step is to identify where these skills should be addressed, whether in orientation, onboarding, training, mentoring, coaching, or as you see fit.