Client Tools
Resources
- Contingency vs. Retained
- The Cost of Unfilled Jobs
- The Right Time to Hire
- Hiring Smart
- Recruiting for Retention
- Recruiting in Uncertain Times
- Ten Recruiting Commandments
- Why Offer a Recruiter an Exclusive
- Listening Between the Lines
- Watch Out for Eddie Haskell
- Courting the Superstar Candidate
- Successful Negotiations
- Avoiding the Pitfalls of Job Offers
- Demystifying the Immigration Process
- Why Use An Executive Search Consultant
- Selecting An Executive Search Consultant
- Comparing Search Methods
- Recruiting as a 10 Step Process
- Search Industry Overview
- Marriage of Services
- Courting The Superstar Candidate - Visual
- Working With An Executive Search Consultant
Links
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- Human Capital Management Institute
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- Checkster
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- ScreeningONE
- Video View
- Bernard Hodes Group
- Innomark
Watch Out for Eddie Haskell
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3. Candidate Sourcing
Eddie Haskell is easy to find. He’ll come running to you. But your ideal job candidate is probably happily employed somewhere else right now. He’s doing well in his current role, getting praise and recognition, and receiving bonuses and incentives. In other words, he’s not actively looking for a change. To avoid hiring Eddie, you need to find creative ways to capture the attention and interest of these passive candidates.
The two best methods for attracting passive job seekers are through referrals and direct recruiting. Start with your current exceptional employees. Create incentives for referrals. Get them involved in brainstorming recruiting ideas.
If that fails to produce the results you want, or if time is a critical concern, get a professional executive search firm involved. Challenge them to cull their database and use their network to uncover the best available talent.
4. Hiring Process
Here are a few other ways to improve your recruiting process to avoid Eddie:
Prepare “success profiles” each containing a standard job description as well as information and measurement criteria to help determine the traits needed and the achievements expected from each employee in your organization. Include this profile information on your website, and in your recruitment advertising. Great candidates, who will make great employees, want to review information about what it takes to be successful and what they need to “fit well” and succeed in your company.
Be proactive.
Create a process that will push the best people responding to your recruitment efforts to the top of the list. Contact those people immediately or you will lose them to someone else.
Create a custom application or skills survey centered on behavior-based interview questions. Ask candidates to provide specific examples of instances where they demonstrated the types of behaviors you seek in an ideal candidate.
Train your staff to work with the best people. The best candidates need extra effort. They want to know more about the companies they are going to approach for career opportunities. They also need to be actively “courted.” Train your hiring managers how to appropriately nurture relationships with those select few individuals who appear to be most valuable to your organization—if you’re not doing it, your competitors are.
The Secret to Success
Keep in mind that the process for locating the best personnel is very different from the process used to eliminate bad candidates. Take a good look at your hiring process. See where Eddie might be able to slip past the cracks. Spend the resources needed to attract the best people, and make sure you know how to spot…and get rid of Eddie when he shows up at your door!