In the last few weeks, I have met with numerous companies requesting our assistance with their IT recruitment.
These are companies seeking to change their present Consultancy for their PSL's. There are many reasons for this, although one thing seems to be consistent, which is the basic functions are not being carried out. I don't consider these 'added value' functions; these are the basics of what I expect a Consultancy to perform without question.
When recruiting, you want to find the right person to fill your vacancy. This alone is time consuming enough and the wrong decision can be detrimental to the business and costly!
Here's 11 basic functions, which are commonly missing from the recruitment process:
1. CV's should demonstrate the candidate’s ability to do the specified job from previous experience.
How many times have you read and re read a CV looking for the candidates suitability, it actually takes longer to read an irrelevant CV, as you think you have missed something. In times gone by, CV's were re written by the Consultancy. We found this didn't portray the candidates own presentation skills. However, the Consultancy must advise the candidate, to ensure the CV does reflect their ability to carry out the role. It should highlight specific examples of previous experience, relating to the role they being considered.
2. Covering letter should detail the candidate’s motivation, ability and need.
When a candidate is put forward, their CV is not enough. The rest should not be down to guess work! A covering letter should be submitted at the same time, stating the candidate's; availability, current remuneration, desired salary, motivation to change role, ability to carry out the role and their needs.
The letter should give the information that you would require from a first interview, (the basics) So you can concentrate on determining whether they are the right candidate for you, from the cover letter (front sheet to the CV and in the body of the email).
You should not need to read their CV to determine whether to interview; though the CV will reflect what is said in the covering letter
3. Pre-screen qualification
It is the duty of the Consultancy to find out and inform the client of all other roles the candidate has applied for; plus interviews they have pending, stages of other applications and the reason that the candidate is specifically interested in the role. This is basic information that an Consultancy should relay, allowing for an informed decision.
4 Interview preparation
Amazingly, many candidates seem to attend interviews uninformed. Although candidates are no longer sent company brochures pre interview, as this is all available on the net, it is a consultancies basic role to ensure the candidate is briefed on the company. This means ensuring the candidate; has read the website, is informed of the department and the role and that they have an outline of the interview agenda.
The candidate should be briefed again the evening before; this in many cases seems to be long forgotten.
5 Appearance
I have been recruiting IT staff since the early 90's, across all industries, including; Advertising and the gaming industry and at all levels including IT Directors, Programmers, Web Designers and Infrastructure roles. I always advise candidates to wear a suit, a tie and polished shoes, to be clean shaven, no matter what the companies own dress code is. They can always dress down when they have the job. This allows the interviewer to make the decision on the candidates ability to do the role, rather than being marred by their appearance.
6 Time keeping
From my recent visits to companies asking for our assistance in recruiting, it seems lateness is becoming more common, often with no explanation or apology whatsoever. A basic part of the preparation given to the candidate before an interview should be to arrive 10 - 15 minutes early. Not only will this allow them to take in the ambience of the company and observe the culture of the people within, it also helps them stay calm; ready for the interview (rather than being in a state of panic.)
7 Travelling and Commutable Distance
One of the most common reasons for people changing roles early on, is commutable distance. Before a candidate is even put forward for a role, the Consultancy must ensure it is easily commutable on a daily basis. If a candidate pulls out due to this reason, even before an interview, it can cause severe problems by benchmarking. The Consultancy should inform the candidate not only on the route of the journey, but also the time it will take and to allow for delays when arranging the interview.
8 Interview Debrief
After the interview, the candidate must give the Consultancy their feedback immediately and relay to the client. It is so hugely costly for companies to put an offer out if it is not accepted, therefore, it is critical that a full debrief is taken straight away while it is still fresh in the mind. Debrief areas covered, should include the level of interest, whether they would accept the role and what would stop them from accepting the role. Back in the early '90s, I would insist the candidate went to the nearest payphone to give their feedback and they did, now with mobiles it couldn't be easier.
9. Delivering the offer
Before an offer is given to the candidate, the Consultancy must inform the client if it will be accepted. There are very few occasions where this is not possible.
If this is not performed, it can work out costly as the candidate can take too long to make the decision, or use the offer to gain a counter offer from their current employer. It can also be used as leverage to gain other offers. In the meantime, you may reject or lose other interviewees and the whole process may have to be taken back to the drawing board.
10. Resignation & Notice period
The Consultancy should assist the candidate during the resignation period, it is a daunting time for some and many tricks are played by existing employers; not just playing the loyalty card, but counter offers and so on.
It is one of the basic roles of an Consultancy to steer the candidate through giving their notice and keeping in contact, whilst they are serving their notice. Losing a candidate at this stage is not just wasted time, there's also the cost of going through the whole process again.
11. Keeping in contact once the candidate has started
The job is not done until the candidate is settled. The damage, time lost and cost of losing someone at this stage is immense. In the early days there can be teething problems. However, molehills that might have quickly become mountains, are easily ironed out through communication and mediation.
It is essential that that the candidate is spoken with on a regular basis as well as the client. We speak to our candidates within the first 48 hours and then weekly from there on for the first three months.
This is not a fresh approach to IT Recruitment, these are not 'Added value' these are just a few basic functions of an IT Recruitment Consultancy, this does not include many others functions such as assisting writing job descriptions, head hunting, assistance with interviews that we at Langley James perform and have always done as part of our service.
If you would like any assistance with your recruitment needs please contact us as we are always willing to assist you with your IT recruitment needs.