Nearly 9 in 10 (85%) of HR professionals agree that it costs more (52% say MUCH more) to fill an open position with an external candidate than to find candidates from within their organization. Yet, HR professionals say over the last two years they filled nearly two thirds of their open positions with external talent.
One of the symptoms of a broken hiring process is, according to current estimates, that the typical candidate search takes 45 – 60 days from initiation to the candidate’s start date. This means talented candidates may slip through the cracks and get hired by your competitors if you wait until your organization has a critical need to fill the position. By waiting too late to fill a key position you also risk losing significant time on critical project starts, missing deadlines, and suffering from poor organizational performance.
At the risk of being a contrarian—which I frequently am, I am presenting the following comments by Nick Corcodilos at Ask The Headhunter.® Nick says, “I could write pages about corporate maladies that arise from employers’ over-reliance on HR to recruit and hire. Instead, I’m just going to list some of the ways HR can kill any company’s competitive edge by interfering with these management functions.”
Last year, almost a billion dollars was sucked up by just one online “job board,” Monster.com, which was reported as the “source of hires” of only 1.3% of the time by employers surveyed. HR could be advocating for the personal touch in recruiting, but blows massive recruiting budgets on job boards with little to show in return.
Hiring Who Comes Along
Job boards and similar advertisements — the high-volume, passive recruiting tools HR relies on — yield only applicants who come along, not those a company should be pursuing. Some estimates are that many candidates post for over 50 positions.
Wasting Good Hires
Good candidates are lost because database algorithms and keyword filters miss indicators of quality that are not captured by software. And highly qualified technical applicants are rejected because they are screened not by other technical experts, but by HR, which is too far removed from business units that need to select the best candidates.
Mistaking Quantity for Quality
HR has turned recruiting into a volume operation — the more applicants, the better. This results in impersonal, superficial reviews of candidates and quick, high-volume yes/no decisions that are prone to error.
Excusing Unprofessional Behavior
Soliciting far more applicants than HR can process properly results in unprofessional HR behavior, angry applicants and damage to corporate reputations. HR routinely suggests that the high volume of applicants it must process explains its rude no-time-for-thank-yous-or-follow-ups behavior — while it expects job applicants to adhere to strict rules of professional conduct.
Failing to Be Accountable
Because HR does not report to the departments it recruits for, it tends to behave inefficiently and unaccountably with impunity. The bureaucracy grows without checks and balances, and the hiring process becomes dull, rather than honed to a true competitive edge.
Marginalizing Professional Networks
HR tends to isolate managers from the initial recruiting and screening process, further deteriorating the already weak links between managers and the professional communities they need to recruit from.
Bureaucratizing a Strategic Function
The complexity of corporate HR infrastructure encourages isolation and siloing. Evidence of this is HR’s over-emphasis of legal risks in recruiting and its administrative domination of this top-level business function.
With recruiting and hiring relegated to an often cumbersome HR process, managers cannot hire in a timely way. Good candidates are frequently lost to the competition. (HR doesn’t have to deal with the consequences, but when a good sales candidate is lost to a competitor, the sales department loses twice.)
Ready for a Solution?
The solution to a broken hiring process is to implement a total talent management system that includes planning, recruiting, selection, career opportunities, personal and professional growth, leadership development, and job succession.
The Talent Management Institute provides a Total Talent Management System™ that is described in the free Executive Summary Report, “Top Three Reasons Hiring Processes Are Broken and What To Do About It.”