m confidential as sometimes candidates will mention to a co worker something about a job and the co worker checks it out and gets hired before they get a chance to interview. Protect themselves is the theme.
Tread lightly when contacting several candidates in the same company or the word gets around and you get tagged as staging a raid and people tend to think that you are not interested in them as an individual. If you get one that looks like a good fit. Work with that candidate if he/she is turned down ask them if they would refer someone to you who might have more experience if that is the problem or who might not be as highly compensated. Get two or more candidates from the same company submitted on the same job and you will probably cause more angst than you want to cause.…
ame office one after another. If they are in the same company but not in the same department just ask that they keep the information you share with them confidential as sometimes candidates will mention to a co worker something about a job and the co worker checks it out and gets hired before they get a chance to interview. Protect themselves is the theme.
Tread lightly when contacting several candidates in the same company or the word gets around and you get tagged as staging a raid and people tend to think that you are not interested in them as an individual. If you get one that looks like a good fit. Work with that candidate if he/she is turned down ask them if they would refer someone to you who might have more experience if that is the problem or who might not be as highly compensated. Get two or more candidates from the same company submitted on the same job and you will probably cause more angst than you want to cause.
be hard for a CFO to grasp in terms of an ROI because you can’t always attach dollars and sense to what it is that speaks to people and helps them make big decisions.
What you are essentially saying is that because people are more likely to value your business if they can learn more about it by having more information accessible and therefore may be moved to make the decision to join your company or use your services, the ROI is there but somewhat intangible.
We can easily measure the ROI when we have in our ATS a field where we ask, “how did you hear about us?” and the candidate checks off one of a few choices (Friend, Newspaper, LinkedIn, Website). But in the current state of business this needs to be something where a candidate can check multiple fields or enter free text when the answer is almost “all of the above and more”. Interestingly enough this also may point us to the savvier candidate.
So I think it does go beyond, “we need to be there because the competition is there” I believe it is also about getting in front of people, saturating the staging area with good info that will garner candidates who have done the research, learned a great deal, and subsequently both energized their enthusiasm for the business and taken some of the mystery out of what it would be like to work there. All essential, yet challenging to measure, elements of finding the right candidate and getting them to take the job.…
big a problem here except. Be sure and check the entire list of hires the company has made in the past year to be sure that none of the new hires have any kind of non solicitation clause with their prior company. Even if you don't know it many may have a non solicitation agreement even if they didn't have a non compete. It won't be the end of the world but if your company receives a cease and desist letter it won't come directly to you. It will go to the head of your legal dept or your CEO and work it's way down hill. Doubled edged sword, execs may think it's fine and say "go for it" or you could get your nose slapped.
Also check to be sure that your CEO and the CEO of the competitor are not on the executive board of some trade organization together or play golf together. Believe it or not your top execs may have "friendly competitor" relationships with others in your industry. If so the conversation may go something like this:
Your CEO: Hi John, good to see you again have you had a chance to review the minutes of the last meeting? I
liked your thoughts about the association of widget manufacturers fighting the new export tax
for our industry.
Competitor CEO: Thanks Jim, it is a critical piece of legislation for our entire industry. By the way, six of my
key people have reported that one of your internal recruiters has been calling them trying to
solicit them to go to work for you. Are you staging some sort of raid on my company.
Your CEO: I am very sorry that is going on John. I had no idea that little idiot was stupid enough to do
something like that. I will see that it stops immediately. As we have discussed there will always
be people who want to leave us to go to work for you and vice versa but as we agreed we would not
directly solicit each other's employees, all i can say is i am sorry . I regret that we even had to have
You can write the script of the CEO's conversation with you when he gets back in the office. If he ever speaks to you again instead of telling your boss to knock your silly butt out of the air for embarassing him.
The unknown politics of direct recruiting into business partners and competitors can fast lead you into shark filled waters with no dorsal fins visible on the top of what looks like smooth sailing. You can do it but be sure you know where the bodies are buried before you start digging holes.…
t first choice in this situation.
My basic assumption is that the business wins when ideas are tested and implemented with collaboration; changing who drives the bus is a separate, and sometimes secondary activity. Let's look at what we know about GDIF from the question, and then question your assumptions in light of that knowledge:
1. The business hires according to need, but without a plan visible to Line Recruiting.
2. GDIF sees this as an opportunity to bring about change within his/her current scope of responsibility; specifically, the question was: "is there anything I can do as an individual recruiter to help my company plan better?"
Without knowing more about GDIF's career aspirations, I think it is fair to adress that specific question. I also think that whatever GDIF chooses to do, new questions will arise about the outcome. For example, will business leaders wonder why the Recruiting or HR Manager isn't using his or her current scope of influence to drive this kind of change? By working at the grassroots level to demonstrate a better outcome, will GDIF put her own job at risk by pissing off the Recruiting Manager? Or will that Manager take GDIF's success and market it internally as his/her own? Sounds like a soap opera, but it is in fact the daily fare of getting work done by committee -- also known as working in a corporate setting.
Let me add a few additional comments to yours:
Line Recruiters themselves are not going to be able to shift an entire corporate culture or attitude towards hiring.
I disagree. Keep in mind that shifting an entire corporate culture is the journey of a thousand miles. The first step is choosing an ally and keeping a riveted focus on one manager's pain to start. It's the bowling alley approach that Geoffrey Moore speaks of in "Inside the Tornado." Show that "how we do things around here" can be done better in one business area, and then another, and then another. To Rayanne's point, GDIF will have to rely on community -- what I just called collaboration -- to start the engine of change.
Why would the VP in your title be advantageous? Because VP = Respect. VP = Ears & Eyeballs.
With respect Josh, and as we both know this by having reading a few resumes to date, titles alone mean nothing. "Associate Vice President" is an entry level title at most banks. It is the combination of title and results that garners respect in most companies. And it is so easy to smell a fraud, or lack of confidence, that words without supporting behavior are the death of reputation.
When top brass backs an initiative, it's uncanny how things seem to fall in place...
Couldn't agree more. GDIF needs an ally, the Recruiting or HR Manager isn't acting in that capacity, so it's time to go directly to the business for collaboration.
Now, if that doesn't work and you find yourself losing sleep at night and thinking about work 24/7 . . . leave.
My way or the highway, is it? There is a time to jump a sinking ship, to be sure -- but GDIF smells an opportunity for impact. Why not explore that until GDIF is convinced that the opportunity no longer exists?
Thanks for playing, Josh...it's always fun to hear your thoughts.…