Proper communication is the key to success in recruiting
11.02.2019 5822

Proper communication is the key to success in recruiting

The key to success in the selection of personnel is a properly built communication at all stages. If the recruiter is afraid to ask his superiors, the manager is too busy to clearly put the task to search, and the candidate is given false information about the vacancy — these are communicative errors that can be easily avoided. What options can be, according to what scheme to act - useful life hacks are given in his new book, “The Algorithm for Successful Communication in Recruiting People,” Olesya Taran, an expert in recruiting personnel, whose work experience is 15 years.

Olesya Taran Olesya Taran - “The algorithm for successful communication in the selection of personnel. Life hacks for executives and HR ”- Moscow, Alpina Publisher, 2016. Olesya Taran - recruiting expert, managing partner at Aveco Career Partners, recruiting consultant and developer of training programs. The author of the book developed a communication algorithm for the selection of employees - from formulating clear requirements for the candidate to adapting the newcomer to the workplace, which will greatly facilitate the lives of recruiters, employees of the personnel department, as well as business leaders.

Years of experience in the field of recruitment (O) recruitment allowed Oles Taran to draw the following conclusion: all problems in recruitment arise from errors that can be generalized into the category of “under”: under-questioned, underrated, underdone, etc. The personnel manager is afraid to ask the superiors an extra question, this situation is quite common. The bosses are too busy to articulate search criteria or meet in person with a consultant from the agency. The consultant decides that the task is elementary and does not even try to find out from the customer his true needs. This also happens often. As a result, the candidate is given false information about the company and the vacancy. Meanwhile, recruiters are needed so that companies receive exactly those employees who will bring them the maximum benefit, and employees come to those companies that suit them. If companies lose money and staff lose health, then something is going wrong. And most likely, this is “something” - communication, or rather, “non-communication” at the stage when the candidate and the company choose each other, the author of the book is sure.

Why can't manage communication?

Communication is full of nuances, so mistakes in communicating with clients, candidates, superiors and subordinates are not uncommon. Their roots grow from the personal characteristics of each of us, so the first step to be taken on the path to successful communication is to honestly admit to yourself that you have shortcomings. It is difficult to admit and even painful. The second step is to start eliminating these shortcomings or at least take them under control.

Olesya Taran identifies four main causes of communicative problems:

  • lack of knowledge;

  • disorganization;

  • undeveloped communication skills;

  • fear.

How to solve these problems if you are a recruiter or consultant?

The author describes six tools for successful communication.

1. Speak your feelings.

The main thing here is sincerity. Only say what you really feel.

2. Say no.

Be honest and do not be afraid to refuse: "No, it is impossible to find such an employee in a week."

3. Change “no” to “no” - because - I propose.

On the one hand, the client was refused, on the other, they offered an alternative solution.

4. Be proactive = manage expectations.

When someone “has a project on fire” and “needs a person yesterday,” the ardor can be cooled by saying: “I'll see the base today. I’ll immediately call those I’ll find, and tomorrow I’ll tell you about the results: if not a candidate, then we will get market information ... You need flexibility in arranging interviews, and information on the course of search from me. ” Thus, the recruiter keeps the client informed about real prospects.

5. Give arguments only about the benefits of the client and the whole company.

If the manager hiring the employee tells the recruiter that he will not be there for a week or two and he will give feedback immediately on all resumes, when he returns from a business trip, it is better to insist that he review the candidate’s resume one by one, but every day ( 10 minutes). So you will be relatively quick and do not harm the reputation of the employer.

6. Say what you are doing. Do what you say.

If you said that after 2 weeks, offer 2-3 suitable resumes, which means that exactly two weeks later they should be on the employer's desk.

Communication Algorithm: 12 Recruitment Steps

The process, as a result of which a new employee appears in the company, is long and complicated. All participants in the search need to perform a huge number of actions, many of which (reading a resume, writing the text of a vacancy) are not directly related to communication, but it depends on them whether in the future searches will be conducted in the right direction or will come to a standstill. In terms of communication, Olesya Taran identifies 12 steps that make up the recruitment process. These are the very moments in which success depends on a competently built communication between the client, recruiter and consultant.

1. Analysis of the business situation: you need to understand what kind of business task the company needs a new employee to solve.

2. Statement of the search problem: TK is very clearly formulated for the search, starting from the business task (and only from it).

3. Drawing up a search plan: you need to decide in which sources and in what sequence you will be looking for candidates, what time frames will be limited, etc.

4. Analysis of the received resumes: it is important to avoid stereotypes and conjectures in the evaluation of the resume and give an answer to candidates in a short time.

5. Conducting the first interviews: the first interviews are the most important, after them (if the desired employee is not found at this stage) it becomes clear how to adjust the search plan. Feedback of the parties is very important.

6. The adoption of the first decision: they must be reasonable and be taken promptly - do not think for weeks.

7. Feedback: an obligatory stage, since simply a gap from the field of view of candidates means seriously harming the reputation of the company.

8. Calibration of the search strategy: if no suitable employee was found, the first 7 steps need to be completed again. If you missed something earlier, now is the time to fix it.

9. Final decision: too hasty and too tight - both are bad. If you have any questions, you need to once again meet with the candidate and ask them, and not think out.

10. Negotiations with a successful candidate: we are talking about business negotiations, the purpose of which is to comply with the interests of all parties.

11. The green mile (going to work): the work is not finished, you should not relax - the candidate is just eyeing the new company, and the company is looking at the candidate.

12. Adaptation: an employee can be considered entrenched in the company only after the end of the trial period. Before that, in no case do not leave him to the mercy of fate.

No matter how we try to automate the recruitment process, such a number will not work with communication. Communication will always be a problem area for searching and hiring candidates, Olesya Taran is sure. And do not forget, the author adds: you always have to look for personnel, no matter what the situation on the market. It is also necessary to close vacancies during periods of instability - and just then it is especially important to do this with little blood, quickly and efficiently. And the key to the effectiveness of any process is in clear algorithms and well-coordinated communication.

This article was published in the 145 issue of the print version of the magazine.

The key to success in the selection of personnel is a properly built communication at all stages. If the recruiter is afraid to ask his superiors, the manager is too busy to clearly set the task for ...
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