Navigating Recruitment’s Ever-Changing Landscape

Recruitment flat vector illustration

Still struggling to hire the perfect employee every time?

If so, you’re stuck in an older recruitment model that doesn’t reflect the ways that technology has shifted the landscape. Fortunately, getting caught up can be easy, so long as you have built a positive company culture that you can identify and articulate.

Focus on creating a positive employee (and candidate!) experience.

Great employees look for companies they can support for a long time, regardless of how long they end up working there. Mediocre employees take what they can get. Great employees also pass on information to other great employees. If they’ve had a bad experience as a candidate they’ll make sure other candidates know it, which means you’re less likely to hear from the top performers you’re trying to attract.

Ironically, one of the best ways to set your company apart is also one of the simplest and least expensive. Contact candidates even when you don’t intend to hire them. That way, they can get on with their job search. You can also make sure that candidates are being treated with respect at every other phase of the hiring process.

Get proactive about building your hiring pipeline.

It’s hard to hire the perfect employee when you’re desperate or scrambling. Instead, you want to start conversations with interesting candidates long before you have an opening. That means sourcing candidates through social media, attending networking events and holding conversations.

When you find people who are going to be a good cultural fit then keep the lines of communication open with them. Contact them first when a position becomes available, rather than trusting your company’s fate to the job board slush pile.

Get super clear about the role you need to fill.

Don’t just throw down a list of qualifications that have nothing to do with the position. Understand the problems you’re trying to solve by hiring each employee. If you don’t have a problem, then you don’t need to spend money on an employee. It’s that simple!

After you’ve identified the problem, create a persona which tells you all about the type of person who might be perfect to solve these problems. This process is similar to the one the marketing department is already using to create the collateral for your organisation. Knowing exactly what you’re looking for allows you to spot that person from the moment he or she walks in the door. When going through this process, be aware of unconscious bias and your real “must haves” so you don’t just end up with a clone of someone else already in your organisation, adding zero new contribution.

Use data mining and predictive analytics to isolate success factors and eliminate unconscious bias.

Sometimes we don’t get the perfect employees because our own biased brains are incapable of recognising them. When hiring software is properly designed they don’t share those limitations. Hiring tools can help you shortlist candidates who will be perfect for the role. Some software packages even hide information which might taint the way you see the candidate, such as the candidate’s race, name, and gender. You only learn that after you call him or her in for an interview. It’s not a perfect solution for eliminating bias, but it does mean you’re giving the best people a chance to shine in person.

If you’re asking bold interview questions designed to pinpoint the employee’s ability to solve your problems instead of tired old repeats like “why should we hire you” then it will be even easier to spot employees who will be perfect for your organisation, now and in the future.

Want more insight into what you can do to hire the perfect employee every time? Visit this link to download your free copy of “How to Hire the Perfect Employee Every Time.” This comprehensive eBook shares tools, resources, and tips from top CEOs and hiring managers around the world.

If you want to share this article the reference to Emma Hart and The HR Tech Weekly® is obligatory.

How to Recruit Superstars: Hiring Best Practices


What if you could hire the right person for the job each and every time you put out a job brief? Sounds impossible, right?

Yet this goal is not unattainable. You simply have to change your assumptions about the hiring process and how it works.

Start by understanding your company culture

Every successful employer will tell you to hire for cultural fit. Yet if you can’t understand and articulate your culture you’ll never be able to do this. You’ll settle for hiring the people you “like” instead, and that mindset can cause problems.

Gene Caballero, Co-Founder of GreenPal, notes that “culture” is often misunderstood.

“Culture gets mislabeled as “perks” offered throughout an organisation. In its most potent form, culture should refer to the aligning values of the organisation; do you and your team members all believe in the same things? What is your team’s mantra?

The specifics of your team’s values are not as important as the fact of having the values ingrained that align each member of that team. This adds purpose to the mission, and passion is a product of purpose. These are the elements by which real culture is created. These values have to be installed at the early stages of a company, as it’s impossible to come back later and sprinkle in some culture and values into an established team.

Strong culture is created when each member of the team believes in the same things. When that is the case, trust emerges, and when you have trust you have loyalty. With these elements embedded in a team, no matter how big or small, there is no limit to what can be accomplished.”

What if your company isn’t in the early stages of development? Don’t worry. You have a culture. You simply have to discover it by observing and articulating the values your team is already following, and the traits that already make team members successful.

It’s true that you can’t just “decide” to create a company culture, but you can identify and strengthen the one that is already there. Of course, if there are problems in the culture that turn your workplace into a dismal place to be then you must address those before you can proceed.

Learn how to communicate that culture

Communicating your culture is the cornerstone of employer branding, which is all about telling the world why employees would want to choose your company over all the others. Employers aren’t the only one searching for cultural fit… that’s what good employees want, too.

Of course, it also doesn’t hurt to share details about your competitive salary, benefits, vacation and other packages.

Notice how all of this starts before you even identify an opening?

Most people believe the job brief is where the hiring happens. And while it’s vital to write a good one, and to know your must-haves for each position, the truth is that by the time you have an opening it’s too late to lay the groundwork for those truly stellar hires.

You can, of course, continue to use tools like ours to give yourself the best chances for success if you’ve got an immediate need, but until you do the harder bit you’ll always continue to struggle.

Remember, you should “always be hiring”

Even when you don’t have an opening you should continue to source and build relationships both with candidates, and with top-notch recruiters who can help put you in touch with more candidates.

One passive and effort-free way to do this is to use JobAdvisor. You can share your culture and your employer brand. You can collect CVs from people who already know you do not have a specific opening, but who may be interested in working with you because they feel, themselves, that your company offers a good cultural fit.

However, you should also be sure to take some of your efforts offline. Darin Herle, founder of Trackmeet, notes:

“I socialized a ton to allow me to meet a lot of people in the target demographic. I had to put myself in a ‘target rich environment.’ This meant going to mixers, tech events, and conferences. I never pass up a chance to hang out and chat with people.

Once I identify potential superstars I add them to my virtual bench, or pipeline. This is a sales process, so I will “touch” them every now and then with an e-mail or phone call, or send them info on our company. If I knew they were at a conference, I’d meet up with them.”

The goal here is to avoid traditional job boards altogether. You want to sort through 5-10 top notch candidates who are already likely to become an invaluable part of the team. You don’t want to waste your time sifting through the resumes of people who are hungry for a job (any job). People who take the time to apply to companies they love already have a leg up on job board job seekers, because they are taking conscious steps to grow their careers and seek organizations that will allow them to accomplish new and exciting things.

You never know when you’ll need someone

If you don’t build a candidate pipeline, develop great relationships with recruiters or use tools that help you reduce time-to-hire you could be hiring out of a sense of desperation yourself. And if you’re under pressure, you’re going to make mistakes that you will surely regret later.

Recruiting? Download our eBook “How to Hire the Perfect Employee Every Time”, and start building a superstar team today.
Use Search Party to find your next candidate quickly and easily. You can sign up for a free account and start searching today. Fill a role up to 5x faster at a substantially lower cost than traditional recruitment efforts.

Source: How to Recruit Superstars: Hiring Best Practices | Recruitment & Hiring Blog | Search Party

Bogus Diversity Programs

Bogus Diversity Programs

The idea that the color of someone’s skin has anything to do with creating a “diverse” organization is, well . . . bigoted and racist. It’s a patronizing idea that could only emanate from guilty, pampered and clueless people who live in segregated suburbs, teach in pristine ivory towers, and generally see unicorns and rainbows everywhere. I find the idea to be offensive, but it is a core component of the catechism of official beliefs held by the Masters of the Universe in government, large corporations, and universities. This belief is so ingrained that few can see how abhorrent it really is.

Yes – I just called you a bigot and a racist – go find a Safe Space if you are feeling threatened.

Hiring for Cultural Fit

Your company’s diversity program isn’t really creating diversity in your workforce. Real diversity is about thoughts and ideas and doesn’t come from skin color or sexual orientation. Admit it – you don’t want real diversity in your organization. You are looking for cultural fit. You don’t want any of those people who challenge ideas and assumptions. And you definitely don’t want someone who will tell your CXO’s that their brilliant idea is they dumbest utterance ever spoken. In most cases, an ideal employee is a sycophant who will stroke the soft and fragile feathers of your mollycoddled executives and managers. The perfect employee keeps his mouth shut in order to keep his job.

To me, the idea of cultural fit is all about hiring people who will go along to get along. It is about hiring people who won’t challenge the status quo in your organization. Those people are easy to find and they come in all races, shapes, sizes, and sexual orientations. Their resumes all look exactly alike and your HR people are experts at identifying them in only 12 seconds. “This one’s different – chuck it in the garbage.”

A black and white issue?

Many organizations look at diversity as a binary issue. “We’re a diverse organization” can often be translated as: “Look, we have black people working here.” A slightly different translation is: “Look, we have white, black, yellow and brown people, all in the proper proportions working in harmony. Hakuna Matata!” A purple female veteran in a wheelchair gets quadruple bonus points for the EEO Report. Even better if she is a lesbian and don’t worry that she has no actual skills.

One company I worked for hired a brilliant Chinese woman with a Ph.D. in physics for a specific management position. She and I had lunch together often and we always had lively discussions. I was more than a little bit smitten with her because a great brain is the first thing I am attracted to in a woman. The only problem was that she was a terrible manager. Rather than fire her, or get her training in management skills, the company created a new position under her to do the real management work. I don’t know what the rationale of the executives was, but I have always suspected that she fulfilled some diversity quota that they thought they needed. Unfortunately, the executives weren’t fulfilling their fiduciary responsibility to shareholders. Other employees just found it maddening and demoralizing. Most Americans really want to believe we live in a meritocracy and anything less is a bad deal for everyone.

Where are all the old people?

When I was in graduate school, I worked at a Fortune 500 company and asked some of my coworkers where all the old engineers were. They looked at me like I had 3 eyes and they squirmed uncomfortably until someone worked up courage to chime in. “There aren’t any,” – one sheepishly replied – “They burn out by 40 because they can’t handle the pressure.” They had all sorts of officially approved diversity in that company, but very little diversity of wisdom earned from decades of experience. Wisdom is much more difficult to measure than skin color.

There’s another reason why no one wants mature workers – they are highly resistant to brainwashing and bad ideas. They ask “why” too often. By the time you hit 40, you have zero tolerance for stupidity. That’s why the CIA won’t hire anyone over 35. It is also why Big 4 consulting firms like to recruit right out of college. You have to start the programming early.

Title VII

“Jeffrey. You don’t understand reality. We only do this so we won’t get sued! We are not really as ignorant and stupid as you think. We’re not really racists and bigots.” Hmmm. I suppose I am not a master of the universe because I am not smart enough to understand how Title VII really permits blatant preferences in hiring based on “race, color, religion, sex or national origin” just so you won’t get sued.

Real diversity isn’t a black and white issue and it comes in many forms. While skin color is the least important, it is the most highly prized. However, if you are looking for the “right” kind of diversity – the kind where people have different ideas – stop looking at meaningless, superficial indicators. Just hire the most qualified person for the job!

For some excellent reading on this subject, take a look at Hard Truths About Race on Campus in the Wall Street Journal. Ilya Somin’s recent piece on racial preferences at the University of Texas is also excellent. To top it off, read what Walter Williams has to say about Stubborn Ignorance.

If you are really angry with me over my lack of enlightenment, or agree with me fully, send me an e-mail at You can read my blog on IT Governance issues at

© Copyright Jeffrey Morgan, 2016

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