Are Your Hiring Processes and Company Brand on the Same Page?
When running a business, it’s important to try to be as transparent and authentic as possible. Doing one thing – but meaning or saying another – can have huge negative implications for your organization, especially when it comes to recruiting and retaining top talent. Unknowingly presenting conflicting messages throughout the interview process can hurt your company brand, and detract from its ability to attract and hire the best candidates.
The main goal of the interview process is to provide both the hiring company and the candidate an opportunity to determine if there is a mutual fit. On the candidate’s end, more emphasis is often placed on the tangible insight they can gain from the meeting. This can include how interviewers respond to certain candidate questions, inconsistencies with how various team members discuss the role and the company, and the aspects of the job that are emphasized vs. those that are minimized. On the company’s end, the assumption is the candidate has most of the required skills to take on the open role. The focus from their perspective is more about intangible insight such as cultural fit, personality, and the overall impression left by the candidate.
Given the candidate-driven market continues to be the reality for the executive, managerial and professional labor market, employers should be giving more consideration to the lasting impression they are leaving with prospective hires. “Companies really should be thinking about the interview process as a public relations opportunity or a critical part of their branding strategy in communicating their organizational culture,” says Gary Bozza, President at WorldBridge Partners. “Applicants will communicate their interview experiences to friends and in the marketplace through sites like Glassdoor, and employers need to ensure that what they say matches the way they conduct their business.”
To make sure your company’s hiring practices are in line with its mission, values and business goals, Bozza recommends avoiding these four contradictions:
1. Having an inefficient interview process when your company claims to be cutting-edge
You can have the most forward-thinking reputation, but a clunky interview process will quickly disprove any claims that your company is always looking ahead. Make sure your interview process suits the needs of modern applicants. Perhaps a one-on-one interview is not getting to the crux of a candidate’s value: You could additionally hold team interviews where candidates are asked to participate in routine business exercises like brainstorming or presenting a 90-day business plan. These types of interviews can yield greater insights into the candidate’s personality and potential fit within the team, making for a more efficient process.
2. Hiring for newly created roles that involve clashing responsibilities
With newly created roles on the rise, per Recruiterbox, a common mistake that many companies make is creating a new role that are unrealistic or demands the employee be responsible for duties that conflict with each other. For example, having a graphic designer also be responsible for generating new sales leads could cause productivity issues. While it’s normal for employees to have multiple responsibilities, it’s important to ensure the required duties remain focused and within the talent pools capabilities when designing a new role. Best that a detailed position description be developed that al interviewers have an opportunity to create and embrace.
3. Taking too long to hire a new person when your company (and candidates) values speed
No one wants to work for a company that hesitates to make decisions that could improve culture and increase revenue. However, when a company drags their feet during the hiring process, that’s the impression that top talent receives. Although it’s wise to carefully think over hiring decisions, taking an extended amount of time makes it appears your company’s management lacks confidence and decisiveness, while making candidates feel it would be a nightmare of administrative and bureaucratic red tape to work at your company. Therefore, it is important to streamline the hiring process, and even gather qualified applicants before there is a position to fill.
4. Valuing your company brand but falling short on the recruitment process
Letting what you may believe are small or relatively unimportant aspects of the hiring process slip through the cracks, can sabotage your company brand. For example, making candidates wait for several weeks for next steps, when they were specifically told they would be contacted soon, or failing to keep a top applicant in the loop about where they stand, are bad marks against you. Instead, make the extra effort to ensure candidates feel valued throughout the entire process, especially in today’s candidate-driven market. If your company is struggling to gain access to A-players in your industry, you should partner with a trusted recruitment firm to help you find the best talent for your needs while keeping them engaged, which will have a more positive impact in promoting your brand.
Regardless of how your organization approaches the interviewing process, the main goal should be to leave candidates with a positive, transparent experience. “By implementing efficient practices and ensuring that everyone on the hiring team is on the same page, you reduce the likelihood of communicating inconsistent messaging that will be disseminated by candidates, and can be harmful to the company brand,” adds Bozza. The ‘interview’ then becomes more than just a way to qualify potential new hires, but also a marketing opportunity to communicate why the organization is a great place to work.”
Gary Bozza, President & Managing Partner of WorldBridge Partners Chicago NW, has been winning industry awards and recognitions in talent acquisition for the last 23 years, following a highly successful 18-year career as Vice President of National Accounts and Director of Midwest Sales primarily at MOORE (now RR Donnelley). Gary’s business is dedicated to helping Owners, CEOs and Presidents hire industry talent, drive new revenue, optimize operations and maximize enterprise valuation. His firm specializes in executive recruitment and coaching owners on how to improve the eight key drivers of business value from the “buyers set of eyes.” He has helped dozens of GLGA members produce significant growth and profits results in a variety of ways for their businesses. Gary is a Certified Value Builder Coach. Contact Gary at (847) 550-1300 ext. 33, email@example.com.