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A few weeks ago, I wrote a blog post covering some of my findings during an independent research project regarding recruitment shortcomings. Mainly, my discoveries covered a multitude of faux pas regarding initial resume screening and outreach. Some situations were commonly found within the industry, while others were inexcusable. Mostly, though, it seemed to boil down to the fact that these issues could be attributed to poor training and/or unrealistic and irrelevant goals and metrics. Unfortunately, these issues continue on to other areas of the recruitment process, creating new opportunities for poor candidate experience. Let me tell you about the latest blunder I’ve come across…
They tell you that you should always be passively looking for new career opportunities, no matter how loyal and happy you are at your job. You never know what could happen, such as: layoffs; a new manager who is a bad fit; lack of job growth and/or salary growth; relocation; unethical situations from leadership; and so on. There are plenty of reasons why a person should always be building relationships with potential employers. With the recruitment process being somewhat longer than in years past, it’s best to get a head start in case you suddenly find yourself in a less-than-desirable situation with your current employer.
With that being said, I decided to investigate my new stomping ground of Boston and passively see what was out there. Moving from South Carolina up to this city, I was sure that there’d be plenty of opportunities for HR and talent acquisition at desirable companies. Plus, I already had my resume out there for the resume research project and had received plenty of calls and emails from recruiters. Why not actually speak to a few… or should I say TRY to speak to?
Here’s a recent situation that had me shaking my head and really question companies’ approach to talent acquisition. Recently, I was sought out for an HR coordinator role at a Fortune 100 global company. I was intrigued to see what it was all about, being that the company had a well-known consumer brand and is huge. After getting an email from the recruiter requesting some more information about my background, I decided to take a peek at their Glassdoor page. It had no branding and had some fairly low ratings. Normally, that would be a red flag for me but I decided to feel it out instead to really see if it was that bad or if it was just because a specific business unit or location drove down the ratings.
I emailed the recruiter back with the details they were asking for. It was pretty standard and I assumed that I would either never hear from them again, would get a phone call to set up a phone screen or would receive a generic rejection email. I was surprised to get an email back from the recruiter in less than 12 hours requesting more information again, however, this time it was 10 specific questions. As I reviewed the questions, I realized they would have been typical questions you would ask a candidate in a phone screen. I thought it was odd but I complied anyway just to see where it was going. After submitting my answers, I then received a new email asking to meet with him and the HR Director for a 3 hour interview on-site by the end of the week.
It is a candidate’s dream to have such quick turnaround and responsiveness from a recruiter. But, for that quick turn around and for a request for such a formal interview without even being screened seemed sketchy. I did research on the recruiter to double-check that it wasn’t a scam or that it wasn’t a third-party agency. I found that the recruiter was in fact an in-house senior talent acquisition manager for the company. I also verified that the name of the director was correct. My mind was reeling at the fact that the talent acquisition department of a well-known company would be that archaic. Not once did I receive a single phone call from anyone at this company, even if it was to simply schedule the on-site interview. There was no personal interaction whatsoever and I was unappreciative that they didn’t take the time to at least phone screen me. The reason being is that the phone screen isn’t just for a company to feel out a candidate, but it’s also an opportunity for a candidate to feel out the company. Maybe the position wasn’t a right fit, maybe the salary was too low or maybe the culture was not aligned with what I was looking for.
The next thing that bugged me was the fact that I didn’t have an opportunity to ask them anything about the role or company, but they knew plenty about me, especially the fact that I’m working full-time. Why would I waste 3 hours (not including travel time) to meet with a company that I knew nothing about? For all I know, I could have gone to an interview to find out this position was not at all what I was looking for. Do companies actually think passive candidates (especially employed ones) have time to waste by blindly walking into a time-consuming interview? Needless to say, I passed on the opportunity. For someone who is involved in HR and talent acquisition, I could easily tell that these processes seemed to be stuck in the past and there would be no way I could work at a company that wasn’t progressive, especially with things like candidate experience and recruitment in general. I understand that technology is changing the way people communicate, but I just found the lack of personal communication to be unacceptable.
Maybe the position was a great one and would have offered a competitive salary for the new increased cost of living I’m experiencing. Maybe the company actually was progressive and the HR and TA departments would have offered me the best career development experience I’ve ever had. I’ll never know, though, because the recruiter never took the time to pick up the phone to establish that relationship with me and I’m sure that I’m not the only one who’s experienced this before. Unfortunately, companies who don’t train their recruiters to provide a better candidate experience will be missing out on amazing talent, both active and passive. It’s sad to know that during my research I have only experienced a couple positive and impressive interactions. It really makes me wonder what happened to the recruiting profession.
Poor training doesn’t stop at initial outreach. Companies need to focus on a well-rounded training program that teaches their teams to provide a seamless and positive candidate experience from initial resume screening all the way to onboarding. That’s the ticket to building a strong pipeline of engaged talent that will eventually convert into engaged new hires.
I remember when I was in high school, my parents stressed to me the importance of getting good grades, a good degree in college, so I could land a great job that would be my lifetime employer. After all, my father had been with the same employer since he was 25 and my mother had also been with the same employer for 15 years at that point. A few years after that conversation, the economy took a downturn and “employers of a lifetime” seemed like a distant memory for those entering the workforce. Sadly, it began to be a distant memory for those IN the workforce, as well.
As the years went on, full time employment became rarer and it wasn’t uncommon for people to be in and out of employers within a couple years. Employers started to focus more on utilizing temporary workers, freelancers, and contract workers for their business needs. And with this meant that the normal relationship, fidelity, and loyalty between employer and employee had weakened or completely vanished.
But with this unsteady, ever-changing workforce, do the benefits of “long term” employment have to end? Do employees have to go without benefits, training, and skill building? Do employers have to deal with talent that might not be the best fit yet because of lack of ramp up time? I don’t think so. I think that each party needs to take that extra step to bring back some of the qualities that the “good ol’ days” had and make it work in this situation.
As an employer, you need to take the time to make sure your “temporary” workers feel welcomed, appreciated, and have a place within your organization. Nothing is worse than working for a company temporarily and feeling like the outcast or feeling like your presence really makes no difference. Take the time to train them a bit and learn what skills the worker already has to offer, and try to utilize them. This can not only benefit your company but it can help you get more accomplished and can make the temporary employee feel like they have a purpose rather than just be involved in mind-numbing process.
As an employee, take the time to build relationships with those in your organization. Learn about the industry, network, try to understand processes better. Take any chance you can to build knowledge and skills and put them into practice. Don’t be shy and wait for someone else to show you- take initiative! If you’re working for a staffing agency, find out what kind of benefits and training they offer. Many organizations now offer medical benefits and workshops to help their contractors feel taken care of and keep their skills up to date so they’re a stronger candidate in the future.
Maybe things have changed, but it doesn’t have to feel like a revolving door with nothing to show. We all can take our part to make the best of this new world of work. It’s time to start thinking it as a way to build opportunity.
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