Line Managers and Business Owners are often heard to cry “Recruitment, I can do that myself!!” and in the main they are right.
Having been a line manager and a business owner I believe that at least 80% of the time the manager should be running the entire recruitment process and securing the right person for the role. As the manager of the new employee you should know exactly what you are you are looking for.
Exceptions to this rule of thumb include:
- Not Having the Time
- Testing the market
- Rigour – want to ensure a solid process
- Confidentiality – you may not want your employees, competitors or customers knowing that you are actively looking for a key person
- Not clear on where this person is
- Not sure that you are tapping into those candidates who are good at what they do and who are probably not actively looking for a new role or had not even thought about moving – “Passive candidates”.
- Headhunting someone working with the opposition or from an organisation where there may be repercussions if you are seen to be directly trying to recruit them into your company.
- Not sure on how you are going to get that ideal candidate to jump ship and join your business which may not be seen as the market leader or a “an employer of choice”.
Something to bear in mind when we need:
- Quality financial advice, we tend to consult a quality Financial Advisor or Accountant.
- Quality health advice when sick or injured, we seek out the best Medical Support we can get.
- Advice on building a home, we seek out a professional builder
We look for specialists to help us when we are doing something where we have incomplete knowledge or lack expertise. We are prepared to pay for such expertise because we know it may well cost us more if we do it ourselves and get it wrong.
So what are the critical must do’s if I am going to do this myself
- Make sure that it is an attractive opportunity ….how are you going to pitch the role to that great candidate (internal or external) and get them to want to join you.
- You have a solid position description
- You have identified (and quantified) what needs to be delivered, challenges to be overcome by this person and what capabilities(not necessarily just qualifications) they possess which provide the indications that they can deliver what you are looking for.
- The nature of the person – what type of person will fit either the current culture or will help create the culture your organisation needs?
- What organisational structure do I have now to support this person? Do I need to change it? Are there people I can get to support, mentor or work with this person to get an optimal result?
- How am I going to measure this person’s success once on board and how will I manage this?
- What can I afford in terms of remuneration and other rewards?
- What career opportunities can the organisation offer this person……this is a critical consideration most successful career minded people think in terms of 2 career steps not just the next job (one step). If your organisation cannot support their potential next step what other development can you offer that is attractive?
Blog Posted by Garry King, Director – October 2013