Today, the hiring process seems slower than ever. Strange indeed, given the massive unemployment figures, not to mention the huge number of employed folks who are currently searching for better opportunities. In addition to 8.7% of the workforce that is unemployed, CareerBuilders estimates that more than 80% of employed workers will search for another job opportunity in 2011.
With all of this talent on the market, one would think that employers would move swiftly to fill positions, improve productivity and in the process, nurture their corporate culture. Clearly, that’s not happening.
The Corporate Executive , a research company, surveyed 1,500 corporate recruiters and found that on average, managers invited 5-6 candidates for second round interviews last year. That’s 2-times as many second interviews as in 2007.
Why so slow to hire?
One obvious reason is the economy. Both large and small firms have suffered greatly over the past 2 years. Now, modest economic growth is allowing for very slight optimism in some industries. However, the constant threat of a double dip recession is causing some hiring mangers to drag their feet. They are truly (and perhaps rightly) concerned about another economic downturn and the possibility of having to fire their recent hires.
Another reason for this slow-to-hire trend — the proliferation of a somewhat unrealistic mindset that there’s someone better out there for the job. More and more frequently, hiring mangers are waiting to find the “ultimate candidate”, thinking that Mr. or Ms. Perfectly Wonderful must surely be out there somewhere.
Consider also the massive and ever-growing work load of some managers. So many firms are working with a skeleton staff that hiring managers are simply too swamped to focus and deal with the obvious, immediate need for manpower.
Uncertainty about the optimal candidate profile is another stumbling block. This is especially true when there are numerous decision-makers in the mix. Perhaps a middle manager and his or her higher-up disagree about the job description or qualifications needed for an open position. Disagreements like this frequently escalate into power struggles which can slow down or derail the hiring process.
Finally, poor communication can (and does) slow down the hiring process. Whether the recruiter is in-house or not, he or she must be made fully aware of the job description and necessary qualifications. All parties must be 100% committed to the process and work in partnership to fill open jobs. While this may seem obvious, it is rare to find a true team spirit when it comes to building a better workforce.
My message to hiring managers everywhere: STRIKE WHILE THE IRON IS HOT! You will lose the best candidates to your competitors if you move to slow. They wont wait around for you.
Today, open staffing requisition can very quickly slam shut. Upper management realizes that departments can function without adding bodies and a hiring freeze ensues. This can be a recipe for disaster; understaffed departments translate into overburdened workforces. Morale suffers, creating a chain reaction which eventually affects productivity and leads to further attrition.
So why not have a meeting of the minds, clarify hiring objectives, set “time to fill” goals, interview a handful of well-qualified candidates for each open position, keep candidates engaged in the process and choose the best talent in a timely manner. Be decisive. Make an offer and seal the deal before your competition scoops up your best candidates, thrusting you back to square one.
And forget about Mr. or Ms. Perfectly Wonderful. In staffing, just like in dating, there’s simply no such thing. We can get to as close to perfection as possible.
Please join in on this conversation! We’ve all heard the saying, “slow to hire, fast to fire”. Do you agree (and to what extent)?