For several years now, talent attraction has been a strategic factor in company growth. The current economy, demographics and increasing talent management issues, including generational ones, have brought companies to review their recruiting process in order to stand out in the market.
Until very recently, it was possible to recruit tactically and to see recruiting like a commodity. Employees came and went, and were replaced without difficulty and without asking too many questions about the long-term impact of this change. Today, there are no line-ups for recruiting and applications are rare. To find those rare gems, you need to not only identify and attract them, but also make sure they have more than the required technical skills—that candidates fit with the corporate culture and its values. This is where the role of recruiter is most valuable, because you do not recruit only for expertise or knowledge, but for interpersonal skills.
External recruiters can therefore no longer just rely on their contact lists and social networks to carry out an assignment. The concept of “candidate bank” has become obsolete, and the balance of power has shifted in the favour of candidates. Today’s candidates can choose whether or not to apply for a company—they are in “passive mode” and waiting for a better opportunity to come along. While it used to be flattering to be contacted by a headhunter, it is now a daily occurrence for many talented people. The role of external recruiters is therefore directly affected, with their added value a function of their ability to identify the right people, support them in the process and act as spokespeople for their client’s employer brand.
A strategic role beyond the assignment
The external recruiter is a corporate partner. This partnership requires an investment by both the company and the consultant. The effectiveness of the recruiting process is based on essential factors such as transparency, ethics and understanding of the business context. Without these, there is no chance of convincing a candidate to sign on for the adventure. Recruiters are responsible for representing their clients, and must therefore understand their values, culture and even business plan so as to better communicate them and be able to assess whether candidates will fit in, buy into the culture and values and be able to perform.
The role of external recruiter starts with a clear assignment, which requires the company to be totally transparent (after all, confidentiality agreements are there to protect the parties) and invest the required time (involvement of human resources professionals and managers). External recruiters should not undertake an assignment without first having met the “final client ,” i.e. the manager; whether a board of directors, executive committee or first-level supervisor—recruiting must be a strategic priority . The urgency to fill a position is no reason to skip steps, because the risk of missing the target and creating a reverse effect is too great. Rushed assignments do not result in hiring the best people in the shortest amount of time.
Two masters, but only one client!
It’s in this triangular relation that things get complicated, because while the company is the external recruiter’s official client, candidates are “buyers” too. You choose your recruiter like you do your accountant or lawyer. Deciding to do business with someone who will be representing you within a firm and who will play a role of intermediary and mediator may sometimes not be innocent. The relation that is built and maintained over the months is therefore complex, because the candidate should not be able to influence the recruiter’s decision. In any case, it is difficult to assess a candidate that you have known for many years and with whom you have sometimes established a friendly relationship. In such a case, it is better to refer the person to a colleague.
External recruiters run the risk of losing their independence, and it is in this independence that you recognize a good recruiter. This characteristic is closely related to the guarantee for clients of having good candidates referred to them, and for candidates to be introduced to the right companies. An independent recruiter works as much in the interest of the candidate as that of the client company. Both parties will prefer for a recruiter to turn down an assignment because of a potential conflict of interest or refuse to recommend a potential candidate whose failure in a company can be predicted.
In short, external recruiters are not the candidate’s friend, and their strength is measured in their ability to say “no “: “No, I will not recommend you for this job, since your profile does not meet the requirements of the position.” Similarly, recruiters can refuse to take on an assignment when they know they will not be able to serve the client properly. Obvious, you say? Yes, but not so easy when it comes to turning down the money. Experience shows that recruiters who observe these rules preserve their reputation and longevity over time. Knowing how to say no requires courage, but it pays off in the long run.
Professionalism in the creation of value
Being a recruiting professional also means agreeing to work in a grey zone. Although there are no bad candidates (except a few isolated cases), there may be people who do not fit with the company culture. Recruiters’ professionalism lies as much in their ability to carry out clients’ assignments as in the extent of their network and “candidate approach.” The candidate experience is just as important as the client experience. Recruiters who can exercise their profession while capitalizing on these two aspects create value for the company , the individual and finally for the advancement of the recruiting profession.
In practice:
For the internal human resources professional and manager:
- Develop a partnership approach with your external recruiter.
- Involve the hiring managers upstream and make them accountable for their recruiting choices.
- Establish a clear and transparent assignment management process.
- Know your company and its culture and values in depth, and have a clear vision of the aptitudes you’re looking for beyond key skills.
For the external recruiter:
- Clarify your involvement from the outset and be transparent to both the client and the candidate.
- Do not confuse “coaching” candidates with the act of recruiting while managing expectations.
- Ensure the client’s engagement in the process.
For more details: reading suggestions
– The Definitive Guide to Recruiting in Good Times and Bad (2009) by Claudio Fernandez-Araoz, Boris Groysberg and Nitin Nohria.
– Chasing Stars: The Myth of Talent and the Portability of Performance (2010) by Boris Groysberg.
– Using branding to attract talent (2005) by McKinsey.
– Making talent a strategic priority (2008) by McKinsey.
Nathalie Francisci
Board Director, Speaker and Colomnist
www.nathaliefrancisci.com