Most evaluation processes are designed for commodity hiring; reduce a large number of prospects into a workable talent pool. I call this the Eliminator model. It’s one of the oldest business processes and still resembles today how companies whittled down applicants from the first newspaper job postings in the early 1900’s.
Retaining staff through the feeding frenzy that has been tech hiring for the last two years has been challenging enough, but contrary to popular belief, recruiters aren’t in the business of plucking happy, engaged employees from their positions. Here are 3 ideas to provide your staff with autonomy, mastery, and purpose.
It’s time to demand more from the recruiters profiting from your career decisions. Plus three secrets that Bad Recruiters don’t want you to know.
The more transparent you are about your business needs, the better able candidates will be in delivering the information you need to decide if they’re right person for the role.
The idea is that the process helps you identify those risks and then decide HOW you will mitigate them if you bring this person on board, not just reveal opportunities to reject someone.
Let’s look at the anatomy of a job description, the measure by which we determine who is “best qualified”. Usually there’s a brief company profile, a high level description of the objectives of the job, followed by an exhaustive list of the deliverables or functions. All of this is self-explanatory and rather benign.
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