Many internal and external factors affect the success of the recruitment process. As your recruitment partner, we are committed to delivering the best possible service and finding the most suitable employee for your organization. In this article, based on our experience, we will explain what practices and methods the recruiting manager can use to increase the recruitment success rate when working with a recruitment partner.
1. A clear process for candidates
Our direct search process aims to minimise the burden on the recruiting manager and other internal stakeholders. However, it is important to recognise that the presence and communication of the client during the project has a strong impact on its success.
When the recruitment schedules are decided, the process is planned to be straightforward and efficient. The goal is that the recruitment process is consistent for the candidate and that the process progresses clearly, as it serves as an example of the employer’s operating methods and values for the candidate. The candidate’s confidence also increases as the process progresses.
When the process starts and goes further, it is good to prioritize it in order to stick to the schedules set aside for it. Sticking to the agreed schedules guarantees all candidates a positive experience of the company’s operating methods. A complex process with delays can leave candidates with the impression that the company’s policies and environment are also confusing. Changing employer is a very important matter for each candidate on a personal level, and they will also need evidence of a well working culture on the employer’s side.
2. Thorough communication
Response speed is an important factor for all parties. This applies to the cooperation between the client company and Avila, and of course also candidate communication. Close communication enables matters to be promoted with appropriate intensity and important issues to remain prioritized.
Open and functional communication with Avila ensures that the process proceeds smoothly and we can provide support even in difficult situations. Whatever the issue may be, it is important to inform the recruitment team immediately. Together we can then agree on the right solutions to take the search forward.
Regarding candidate communication, it is worth noting that high-quality candidates are highly demanded on the job market. It is quite possible that candidates in the recruitment process may have other processes going on, in which case communication and facilitation of the process must be done in a considered, but swift, manner. A difference of even a few days, for example in the scheduling of interviews, can have a significant impact on the outcome of the process.
3. Interview process
Generally speaking, the interview process should help the candidate to feel that the role has the potential for success. Of course, it is important that as the client you are able to assess the candidates during the interviews, but it is best to leave the more in-depth discussions for the follow-up interviews. The framework and structure of the interview can be thought through in advance to ensure a positive interview experience. It is a good idea to leave time for questions from candidates at the end of the interviews to avoid situations where there is no time to go over the candidate’s thoughts due to time constraints.
The first interview should start with a conversation to introduce the company and the role in more detail to the candidate. Bear in mind that you are the first official representative of your organisation that the candidate will meet, and candidates may not necessarily need to change employers. You can build the conversation around the introduction of the role and the candidate’s skills, and discuss in a constructive way how well they might fit together. Questions for the candidate should start with the easy ones and move on to more specific topics. The aim is that a successful first interview will give a clear overview of the candidate and increase their interest in the role.
As you progress to the follow-up interviews, you can move on to more in-depth and performance-oriented discussions with the candidate. By this stage, the candidate has already gained sufficient knowledge of the role, practices, company culture and work community. The candidate will also be in a better position to answer questions about the role, how it is to be carried out and its vision. Possible tasks and aptitude assessments are also left to the final stages of the interview process. The aim after the follow-up interviews is that both the candidate and the client have confidence that the selected person has a clear potential for success in the role.
4. Preparing for unexpected situations
The implementation of the recruitment process is based on organisations and people. We understand well that changes and unforeseen situations occur in every organisation and in the personal situations of candidates. During the process, unexpected changes can occur for which we can be prepared.
In unexpected situations, the key is to be solution-oriented, flexible and proactive. Our role at Avila is to help overcome the barriers to successful recruitment. In unexpected situations, we always communicate the best solutions and recommendations for moving forward with the search based on our experience. In unforeseen situations, flexibility and negotiation skills are required from all parties.
Anticipation also has a big impact in unexpected situations. Statistically, 75% of job offers are accepted, so having a potential back-up candidate in the process until the final stages would be important for success.
It is understandable that a particular candidate may emerge as a clear favourite when recruiting, but it is worth reflecting critically on this feeling. Potential candidates should not be dismissed because one candidate is extremely good. A candidate’s performance in an interview situation does not always correlate with job success. To support you in selection situations, Avila’s psychological aptitude assessments objectively assess candidates’ potential to succeed in the role.
5. Selection decision and negotiation of the employment contract
Your selection decision will be supported by Avila’s recruitment consultants and assessment psychologists. Our direct recruitment process includes two psychological assessments. You will always receive a clear recommendation on the candidate’s suitability for the role and the organisation, which will help you in your recruitment decision. In addition, our suitability assessments also take into account the time after the recruitment decision. At the end of the search, we always provide a reference report on the candidate to support the right selection decision.
At the signing stage, it should be taken into account that what is offered in writing to the candidate would have already been discussed orally with the candidate at an earlier stage, and that the job offer does not contain any unexpected additions or changes, for example in terms of the title of the role, salary or agreed holidays. We are happy to support you in contract discussions to ensure that all details are clarified for the job offer.
When making a recruitment decision, please bear in mind that completing the process can be time-critical. We recommend that any recruitment permit issues and other administrative matters are sorted out well in advance so that the offer of a contract is not delayed. Candidates may also have competing recruitment processes ongoing, so once a decision has been made, it is advisable to move forward as quickly as possible. If there are delays, we will help communicate these to candidates.
When the job offer is made, it would be advisable for the supervisor to also be in contact with the candidate by telephone or in a meeting. At this point, the job offer can be discussed and the agreement can be made clear to all parties. We have received positive feedback from candidates in situations where the hiring organisation has expressed a genuine desire to have the employee as part of the organisation, and where the positive selection decision has been openly explained to the candidate. It is motivating for them to hear what key factors have led to their selection and set the stage for success in the role.
Keywords
- candidate experience, direct search, recruitment
Published
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Mikko Savusalo
mikko.savusalo[at]avila.fi