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Subpar hiring managers can be common. What do you do?

admin — Mon, 14 May 2018 18:42:43 +0000

The point of this article isn’t to knock hiring managers. Oftentimes they are very busy, accountable to their own P&L and other factors, and recruiting/talent acquisition — while ideally, it would be a primary focus for them — isn’t, because other priorities rise up.

So when we say “subpar hiring managers,” we don’t mean at their overall job. They might be great at core tenets of their job. We mean it in the sense of “Not involved in the recruiting process as much as they could be.”

These hiring managers tend to:

Under-communicate
Not offer context on the role
Not make themselves available for interview windows
Generally seem to make the process harder as opposed to easier

If you encounter — or consistently work with — a hiring manager like this, what can you do?

High-Level Solutions
Work to build the relationship: Obvious advice, yes. But here’s what we mean. Go out of your way to try and deal with the hiring manager. Understand what they like — the composition of their family, sports teams, interests, hobbies, passions. Engage with them around those topics. Take them to coffee or drinks. Explain that you want to make their teams super high-performing; you want their team to be among the best and most bonus’ed in the company. Be their ally.
Psychologically, this can be a challenge. If your role is rooted in HR — which does not face revenue — and their role is tied to P&L, they might view their work as more important than yours, and not make time for you. Keep trying. Everything around work is about relationships. Keep building those relationships.

Tactical Solutions
Focus your initial meetings with them: They are busy. They don’t want their time wasted, as their time feels tight as it is. So simplify the initial meetings. Here’s what you need to know:

Why do you need this role?
What are the three main skills you need?
What was lacking in this function before?
What type of person do you think works best in your current team?
Where do you see the role evolving to in 3-5 years?

Get those answers quickly, write down the answers, and get out.
Now prepare a one-pager: The one-pager will run down everything you discussed and include a sample job description and plan for posting the job. Give them right of first refusal/edits. If it’s very similar to the quick meeting you had, you won’t get a lot of pushback typically. Now you can commence a search.

The most obvious thing of all
Bring them good candidates: If you constantly bring them subpar candidates (in their eyes), they won’t respect you long-term and may even undercut or run end-arounds on you on future placements. That’s unfortunately fact at most organizations.
But “bring them good candidates” is the top rung of the recruiting ladder, right? Everyone is trying to get there and no one does it perfectly.
We have a little bit of a hack.
Most hiring managers want to know that the candidate:

Can do the job now, i.e. hit the ground running
Isn’t lying about past experience or qualifications

As roles become more technical in the form of coding languages, personalization suites, advanced data, and more … these things become harder to screen for by recruiters and hiring managers who have been thinking one way about their industry for years. They just don’t know what a true personalization expert might look like.
But you can outsource that function to a technical expert.

The expert knows what questions to ask, and knows how to determine how much, well, BS is coming back from the candidate.

Here’s what this does, subtly: now you’re changing the dynamic of your relationship with the hiring manager. Consider this example.
Candidate A went to Stanford, worked at Oracle, and led a big data project.
Candidate B went to a mid-level school, worked at some high-growth companies, and also led data projects.

When the technical expert comes in for interviews, he realizes “A” was just a member of that data team. He lead nothing. He has some skills but not the full suite — and he’s never run a team.

Now, if you present “A” and “B” to a hiring manager, a lot are going to favor “A” — brand-name school, brand-name company, all boxes being checked.
When you present and say “B” is better, you have real reasons (data!) and background from a technical expert for saying why “B” is better.

You just brought the hiring manager a better candidate, and he/she respects your opinion and process more.

Tons of aspects of the recruiting function are outsourced everyday throughout the entire ecosystem. Outsourcing the technical expertise piece makes perfect sense in terms of bolstering the hiring manager-recruiting relationship.

Here’s how we help

Learn More

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Ryan Leary
Ryan helps create the processes, ideas and innovation that drives RecruitingDaily. He’s our in-house expert for anything related to sourcing, tools or technology. A lead generation and brand buzz building machine, he has built superior funnel systems for some of the industries top HR Tech and Recruitment brands. He is a veteran to the online community and a partner here at RecruitingDaily.

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Score Candidates to Submit the Talent That Hiring Managers Need

admin — Thu, 31 Aug 2017 17:41:17 +0000

“You can’t always get what you want. But if you try sometimes you might find you get what you need.” — The Rolling Stones

Who knew The Rolling Stones gave such great talent acquisition advice?
Hiring managers can’t always, and usually won’t, get everything they want in a hire. But with intelligent candidate sourcing and screening—including using a candidate rating system—technical recruiters can give hiring managers what they need: quality candidates to choose from.

To create an effective scoring system, we recommend using the concept “idealize then realize.”

Idealize—Determine during intake sessions the characteristics, qualifications, etc., of ideal candidates.

Realize—Recognizing that ideal candidates often are not in the pool of available candidates, weight the importance of different characteristics, qualifications, etc., in evaluating candidates. The result should be a scoring system that objectively reveals the best candidates for submittal.

In both “idealize” and “realize,” hiring managers should take the lead, because they have the best idea of what they want—and need.

Determining Your Scoring System
Proper candidate evaluation depends on the nature of the job and the priorities of the hiring manager. What that means is there are almost endless scoring systems to evaluate candidates. The good news, however, is that once you create one scoring system, it’s easy to adjust it for future roles.

That’s because you typically screen for many of the same characteristics, qualifications, etc. For the given IT roles, hiring managers’ weighting of factors are the primary variables. The factors themselves come in two basic categories: eligibility factors and suitability factors.

A sampling of eligibility factors to evaluate candidates upon includes:

Location (live within driving distance, willing to relocate, willing to relocate with relocation assistance only, only willing to work remotely)
Salary required within the acceptable range
Relevant experience
Education level
References check out
Professional social media
Observed soft skills (ability to write, speak at an acceptable level)
Ability to answer basic relevant skill questions (aka knockout questions)
Employment background check

A sampling of suitability factors (which tend to be more subjective, but are more predictive of job success) to evaluate candidates upon includes:

Automated skill assessment results
Workstyle assessment results
Behavioral technical interview results

To create a scoring system, you need to know which factors to screen for, how factors will be weighed and how points will be allotted—all of which should be determined using the hiring manager’s priorities.

Let’s look at quick examples of how factors might be weighed and points allotted.
First, weighting factors. A hiring manager might decide that the results of technical interviews should have a much bigger impact than education level on candidates’ scores. As a result, the technical interview might be worth up to 30 points or more, while education scores might max out at 10 or fewer points.

Second, allotting points for individual factors. Let’s say you’re scoring candidates based on location. One scenario could have lived within driving distance worth 10 points, willingness to move eight points, willingness to move with a relocation package three points, and remote availability only zero. But if the hiring manager says working remotely is not a possibility or highly undesired, remote availability could be a disqualifier or give a candidate negative points. (It’s important to note that for compliance reasons, any disqualifier must be a factor that is relevant to the job.) Then again, if the job can be performed remotely, the location might not be considered at all in the scoring.

A Checklist for Performing Submittal
This checklist provides an overview of how to use a candidate rating system—from start to finish—to help you collaborate better with hiring managers and submit better candidates.

___ You’ve Determined the Candidate Rating System Before Beginning Sourcing and Screening. A candidate rating system helps guide your sourcing as well as your screening. It should be in place during intake or shortly after (although it’s always possible to adjust it later). In this step, it’s a good idea to verify that the screening factors are weighted based on the hiring manager’s specifications, and confirm that the agreed-upon screening steps will be effective for evaluating those factors. Be sure to create a spreadsheet for your scoring system that allows for an easy side-by-side comparison of candidates.

___ You’ve Conducted Agreed-Upon Sourcing and Screening Activities. This step is the nitty-gritty—performed sourcing and screening, and inputting candidates’ scores for each factor into your scoring spreadsheet. Do be sure to communicate any important issues to the hiring manager, such as if it becomes clear that candidates are consistently falling short of expectations. If this were to occur, possible next steps would include adjusting/lowering expectations (e.g., allowing remote work, reducing desired years of experience) and rescoring, or performing more sourcing activities.

___ You’ve Stripped Any Protected Class Information From Your Scoring Spreadsheet and Other Materials Provided to Hiring Manager. Protected class information is illegal to use in hiring decisions, so you should ensure it’s absent from all materials you give to the hiring manager. For example, don’t include candidates’ college graduation dates, because they can indicate a candidate’s rough age. Also, candidates’ names have been removed to eliminate potential gender or ethnic bias—instead refer to the professional with their initials or unique code system.

___ You’ve Submitted Your Candidate List and Provided Your Report—Verbal and Written—to the Hiring Manager. In this step, it’s important to remind the hiring manager that the scoring was conducted based on the eligibility and suitability factors that he or she said were most important. Then go over the scoring results for competitive candidates—breaking down each candidate’s scoring to show strong and weak points. For improved clarity, sort the candidates by the score, so that Candidate 1 has the highest score, followed by Candidate 2, and so on.
By breaking down candidates’ scores into their individual components, you enable the hiring manager to make ranking adjustments. For example, the hiring manager might notice that Candidate 3 is strong in a number of areas but is dinged by requiring remote work and having high salary demands, and decide that, considering the overall strength of the candidate, that those drawbacks are acceptable. In the reevaluation, Candidate 3 might even have become Candidate 1.

It’s also possible at this step that the hiring manager might decide that not enough candidates meet the qualifications to move forward with final interviews. Ideally, this would have been caught during the screening process, but you’d have the same potential next steps as if the problem were caught earlier: rescoring using different standards or sourcing more candidates.

The Big Benefit for Recruiters
Recruiters who use scoring systems effectively achieve a tremendous benefit along with better candidate submittals: it positively impacts the relationships they have with hiring managers. Hiring managers recognize the strategic thinking involved and respect the recruiters’ hard work. This results in increased hiring manager buy-in into the recruiting process.

Smart hiring managers will even use the scoring system in making their final hiring decision—adding on the scores of candidates’ final interviews to determine who, considering and weighing all factors, is Candidate 1, and will be offered the job. By doing so, these smart hiring managers maximize the chances of getting what they want—and need—in the end: the best possible hire.

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The Road That Technical Recruiters Should Follow—Every Time

admin — Fri, 25 Aug 2017 20:19:27 +0000

In the “Wizard of Oz,” we’re repeatedly reminded that Dorothy must “follow the yellow brick road” to find the wizard and get home to Kansas.

As a technical recruiter, you also have a road that you must navigate successfully to reach your goal—delivering quality tech talent to the hiring manager. But this road:

Isn’t made of yellow bricks, making it harder to travel
Must be traveled quickly to reduce time to hire

Let’s take a look at the key stages in the journey that technical recruiter need to get right. Failing in any of these stages could make your chances of delivering quality talent melt away like the Wicked Witch of the West.

Stage 1: Get Hiring Manager Buy-In
You can’t successfully navigate the road to better tech talent alone. Just as Dorothy has traveling companions, you need the hiring manager on your journey.

The hiring manager should be your partner during the technical recruiting process. You need an intensive intake session with the hiring manager to get details about the job and agreement on the technical screening tools and process that will be used, and you need him or her to communicate with you during the process as events dictate.

Since the goal is to find a successful new hire for the hiring manager, it would seem he or she should want to be invested. But that’s not always the case—especially if you fail to make having a quality relationship a top priority.

Stage 2: Define the Job
If you don’t know enough about the talent you’re supposed to find, you’ll have to be extremely lucky to find it. You can only gain this clarity with input from the hiring manager. No intake session with a hiring manager is complete until you’re clear about what the job is, and the skills and experience strong candidates will have.

IMPORTANT: The “perfect candidate”—a candidate who meets every qualification—often isn’t out there. As a result, it’s vital to separate the “must-have” from the “nice-to-have” skills and qualifications.

Effectively defining the job helps the writing of an effective job description and guides your candidate screening. It also nurtures the hiring manager’s engagement, because it raises their confidence in the process and in your abilities.

Stage 3: Sourcing for the Right Talent
Once you know the talent you’re looking for, you need to go and find it. Easier said than done considering the intense competition for tech talent.

It’s critical to diversify your search—go beyond job boards and find talent at places where tech professionals congregate, such as industry conferences and online communities such as GitHub and Stack Overflow. You might consider targeting passive candidates as well, especially if your company has a strong employer brand.

Be careful not to shut out certain candidate groups. With many organizations looking to improve diversity, the ability to find talent from groups that are underrepresented in IT, such as women, can be highly valued. And, of course, they add to your overall candidate pool.

Stage 4: Screening for Synergies
Once you’ve sourced talent, begin the screening process to eliminate candidates who clearly aren’t a good fit.
It’s important to screen for both eligibility and suitability factors.
Eligibility factors might include:

The candidate’s salary demands are within your range
The candidate lives near or is willing to move to the job location
Required certifications
Required skills are listed on their resume, LinkedIn, etc.

Suitability factors are considered less objective, yet the insight generated is the most predictive of future success in IT roles. Parts of suitability screening include:

Knockout questions (administered by recruiter)
Automated skills assessments
Workstyle assessments
Behavioral technical interviews

In your screening, consider speed and quality, the candidate experience, diversity and inclusion, and whether the screening is legally compliant. Because of all of the different factors and tools, screening can be complex and can slow down the hiring process significantly if you’re not careful. We recommend using a screening checklist (we’ll provide an example next week) that technical recruiter agree upon with the hiring manager during intake.

Stage 5: Validating Your Shortlist
Although we noted behavioral technical interviews in the last step, they bear special mention here. A landmark University of Notre Dame study found that behavioral interviews are 5.5 times more predictive of future job performance than traditional interviews.

As such, scored behavioral technical interviews—which evaluate how well candidates’ technical skills and experience meet the requirements for the job—should be the last step before submitting your shortlist to the hiring manager. It’s essential, however, that the interviews are conducted using best practices.

Stage 6: Submitting to the Hiring Manager
You’ve completed your work. Now it’s time for the hiring manager to finish the hiring process, including making next round interviewing decisions, working with HR to extend an offer, and making a hire.

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Recruiter Steve Levy Shows How He Gets Strategic About Intake

admin — Thu, 08 Jun 2017 16:02:37 +0000

Recruiters, it’s time to move from having intake meetings to engaging in robust intake strategy sessions.

To learn how, watch recruiting expert, consultant, trainer, blogger and eTeki advisor Steve Levy’s insightful, entertaining and tip-filled presentation in the eTeki-sponsored webinar, “Beyond the Heap — Finding the Treasure in Technical Recruiting.”

Levy said that recruiters typically view intake meetings “as a one-shot deal.” Intake strategy sessions, on the other hand, are series of meetings in which recruiters update hiring managers on the status of a search, and any intelligence discovered, which leads to a discussion that can change or improve the search.

Another benefit of a strategy session, according to Levy: “(It) educates the managers as well and causes them to actually have more faith in you, and perhaps lighten up on you when things aren’t coming in as fast as we’d like for them to come in.”

Levy said that he likes to go beyond the hiring manager and also talk to senior people or even all of the people in the group if possible. The reason: the intelligence you glean gives you a broader view of the landscape, and allows you to be more successful than if you just relied on the job description.

“(This is) much more robust than that. The more research that we do when we find these people, the more things we uncover,” he said. “When you just use the job description, you’ve lost the opportunity to create a big wave that you can use to sweep up all of the good technical surfers out there and bring them to shore.”

According to Levy, some of the key elements recruiters should cover during intake strategy sessions include:

Objectives and Key Results (OKRs)

OKRs aren’t goals, and they certainly aren’t job duties, Levy said. To identify them, he might ask the hiring manager which “deliverables … are impacting how you sleep, your relationship with your family, your mental health, what have you. If I can find someone to take … those specific deliverables off the board, you would interview them immediately and probably hire them. Tell me which three to five are most critical to this position.’
“Those are what the OKRs are.”

Beating the Competition

Every hiring manager has target companies, Levy said. To beat the competition, it’s necessary to have a value proposition that makes the company you’re recruiting for attractive to talent.

“I go to the hiring manager during this intake session and ask, ‘Why would the very best person at one of these companies leave there to come here?’” he said. “And then (I) just go silent, and wait to see if they can actually come up with a cogent answer. If they can’t, then you should have the courage to say, ‘We have a problem here. We need to define what it is that we’re doing so special here—the value proposition—that I can use when we go out and speak to people.’”

Innovation

Levy said it’s also important to look toward future talent needs as well as current needs. One strategy he uses is, once he knows the names of competitors, he researches their patent activity in related areas.

“I’ll come up with a list of the patents and I’ll present them to the hiring manager, and say, ‘Which ones get you all hot and bothered?’ Out of 50 of them they give you 20 and it lends itself towards additional discussion as to what is so special about them, and it gets them thinking that we need to hire not just to deliver certain results, but also to hire to prepare ourselves for the future, which is preparing for the next wave of hiring.”

Organizations and Associations

Find out which organizations and associations that the manager and everybody in the group are a part of, online and brick and mortar, Levy said. It can be extremely helpful for sourcing.

Conferences

Find out which conferences members of the group go to, have gone to in the past, or plan to go to in the future. Even what conferences they follow online, perhaps via a Twitter hashtag.

Levy used the example of how he gleaned intelligence from the Twitter hashtag #pycon used by the Python conference PyCon 2017. “Man, there were lots of good people tweeting that I captured into a list for future uses and pilfering,” he said.

Online Communities/Forums

Discover the online communities and forums where the hiring manager and group members go to get questions answered or answer questions.

“The way I use it for recruiting is if I see a certain person is pretty active in a certain community or forum, sometimes they will have special nom-de-Internet and not just their name,” Levy said. “As part of my research, I will track the people whom they interact with. In terms of referrals, as is often the case, people who are active on certain community forums don’t view people they interact with as being referral fodder. That’s where this becomes a very interactive process.”

Blogs

Identify the blogs that people in the group are active on—ones they read and especially ones they comment on, Levy recommended.

“Any good sourcer will salivate when they come up to a blog with lots of comments on it,” he said. “Every person who comments, provided they offer a reasonably cogent answer, becomes someone to potentially recruit.”

Education/Degrees/Certifications/Licenses

Find out required or valued education, degrees, certifications and licenses associated with the job. Sometimes they can be esoteric.

Technologies/Products/Tools

Discover which technologies, products, and tools will be used in the role.

Jargon

Learn the jargon, terms and acronyms associated with the field. You can use them to find people.

Thought Leaders

Know which thought leaders—speakers and inventors—the manager and team members follow and respect. This can also be used to find people.

More than Intake
Strategic intake sessions were just one topic that Levy discussed. View the webinar for more great tips to find the treasure in technical recruiting.

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Tech Recruiters: How You Can Wow Hiring Managers & Improve 3 Key Metrics

admin — Thu, 09 Feb 2017 13:09:13 +0000

The top three metrics tech recruiters use to measure success in their roles, according to LinkedIn’s Global Recruiting Trends 2017 report, are:

The length of time new hires stay at the company
Time to hire: the time it takes to fill a job requisition
Hiring manager satisfaction

But with many studies finding that around 50% of new hires prove to be duds within the first 18 months, these metrics can look mediocre or even quite bad. For tech recruiters, a great way to simultaneously bolster all of these metrics is to focus on giving IT hiring managers an outstanding return on interview.

Return on interview—A hiring performance measure that evaluates the effectiveness of an interview and the efficiency of the interviewing process for the candidate, tech recruiters, hiring manager and hiring company.

Giving IT hiring managers an outstanding return on interview means:

The hiring process runs efficiently (short time to hire)
Only technically qualified candidates make it to the final interview stage (successful hires, satisfied hiring managers).

Here are seven steps that will help you accomplish this key recruiting goal.

Ensure that the hiring manager provides a complete job description. Start with the basics. A quality job description is the foundation for finding a high-quality hire. To properly evaluate and filter candidates, you must know the skills, competencies and experience that are necessary to perform the job effectively.

Have a detailed intake session with the hiring manager. You and the hiring manager need not only to be on the same page about the job description, but also about the process, timeline, and each other’s roles and responsibilities. Recruiting expert Tiffany Kuehl has said, “The initial conversation you have with your hiring manager is the most critical step in the recruitment process. In my experience, anytime there has been an issue with a search, it could be traced back to the strategy session. The success, or failure, of your search depends on how it begins.”

For some best practices, check out Kuehl’s intake checklist of what tech recruiters should do before, during and after an intake session with a hiring manager.

Filter resumes to align with job requirements emphasized by hiring manager. In most cases, filtering resumes mean setting up auto-filtering in an applicant tracking system to screen out candidates who don’t meet the job requirements. But if you’re hiring for a smaller company, such as a startup, this may mean going through resumes one-by-one to weed out unqualified candidates.

Perform other pre-screening activities. Take the time to further filter your candidate pool. It will save you time in the next step (fewer candidates to meet with), and will ultimately help you deliver better candidates. A few possible pre-screening activities include:

Validate candidates’ identity and experience via social media. This includes LinkedIn, but when hiring for IT roles, also examine candidates’ contributions on sites such as Stack Overflow and GitHub.
Have candidates undergo personality/work style assessments.
Use automated reference checking. (We recommend this as a pre-screen rather than later in the process. Why spend time talking to candidates who will later be filtered out due to lackluster references?)
Validate candidates’ IT certifications. Examples of certifications to check include Microsoft, Cisco, AXELOS, Red Hat, CompTIA, PMI and ZMware.

During initial conversations with candidates, evaluate for technical fit.

Even if you don’t have the necessary IT background to fully evaluate candidates’ technical skills, you can still help filter candidates during your initial conversations with them. Two ways to do this are:

Ask relevant technical concept questions that have right/wrong answers. You don’t have to come up with the questions yourself; get the IT department or the hiring manager to provide them. That the questions have right/wrong answers is critical—you can evaluate candidates’ answers even if you don’t have knowledge of the concepts. (Note: you could do this as a pre-screening step by incorporating them into a computer-based technical assessment.)
Have candidates discuss their older project experience. This helps uncover resume lies. Most candidates—including most fraudulent candidates—are prepared to discuss recent projects, but aren’t usually prepared to answer questions about projects from several years ago. Asking questions about older project experience helps reveal whether candidates are all they claim to be.

Have candidates undergo rigorous technical interviews.

Technical interviews are a critical step in the tech hiring process and have been shown to be as much as 5.5 times as predictive of future job performance as traditional interviews. Our post “9 Keys for Highly Effective Technical Interviews” lays out many technical interview practices, including:

Interviewers need relevant technical experience and should have technical interviewing experience.
Questions need to be challenging and behavioral-based (as opposed to theoretical questions) so that candidates’ experience can be evaluated.
Interviews should be standardized so candidates are evaluated on the same basis.

To provide an outstanding return on interview for hiring managers, it’s important to point out two other technical interviewing best practices: (1) technical interviews should be recorded on video, and (2) candidates should be scored on a common rating scale based on the job requirements and preferences from the job description. Both the videos and reports are important for the final step: candidate delivery.

Deliver your candidate shortlist, along with technical interview videos and reports.

Once you’ve reviewed the candidates and confirmed that all meet the job requirements, it’s time to deliver your candidate shortlist to the hiring manager. As a result of the candidate filtering in this process, you might find that the shortlist is smaller and more refined. Instead of delivering a top 10 or 15, for example, you might deliver a top five or even a top three, and with more confidence in your recommendations.

When you deliver the shortlist to the hiring manager, also deliver the videos and reports from the technical interviews. They are excellent resources for the hiring manager to use when making the ultimate hiring decision, and also give the hiring manager confidence that you’ve delivered candidates who have the necessary technical skills and experience.

The Final Interview(s)
After you perform the seven steps above, the remainder of the hiring process is out of your hands. However, the work you’ve done to provide a high-quality shortlist will help make the final interview(s) more successful, leading to better hires. The benefits include:

Hiring manager can focus on non-technical areas during candidate interviews. Because the hiring manager knows that candidates have the required technical skills, he or she can look to gain insights about other job-relevant factors. How are the candidates’ communication skills? How do they present themselves? How would they fit within the culture of the team? These factors can impact how successful a new hire is and how long he or she stays with an organization.
Bad hires become less likely. Surveys show that hiring managers often decide whether they want to hire candidates with 10-15 minutes. This can lead to bad hires, as they often hire for likeability—not skill. But when all the candidates are technically qualified, these quick decisions, while not ideal, are less likely to result in bad hires.
Hiring manager can shorten interview process, or go more in depth. Because the hiring manager can view the technical interview videos, he or she may decide that just one interview, rather than multiple rounds of interviews, is enough to make a hiring decision. This can speed up time to hire—sometimes even by a week or more—and lessen the demands on the hiring manager’s time. Alternatively, the hiring manager can opt for more in-depth interviews. One possibility is performing technical case studies, in which candidates are given real work scenarios, and then asked about the actions they’d take and what they’d expect the results would be.

Tech recruiters benefit, too. Not only do your top three evaluation metrics improve, but you also achieve a strong working relationship with the hiring manager—a key for sustained recruiting success.

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