In his post, Scary – For Real!, Hank discusses a change in the hiring climate. Turns out, there is competition, at least in some places, for technical folks. (Good news to lots of great people.) He mentions some organizations’ troubles finding people and waiting too long to make an offer (and waiting too long for people to start).
I’m not a recruiter, so I don’t know enough about the competition for certain people. But I do know that too many hiring managers are screening out otherwise great candidates because the hiring managers don’t know how to see what’s in front of them.
Make sure you’re not screening out people who could perform the work:
- If you’re a hiring manager still using puzzles, cut that out! Puzzles don’t tell you a think about how people work at work. They tell you whether this person likes to do puzzles — not a predictor of great job performance.
- If you still think you need some number of years of some language or environment, stop using shorthand and describe what deep knowledge you’re looking for. Maybe you can find it some other way. Maybe you don’t need some number of years, but you need some kind of application context.
- If you think you need someone with a degree, stop right there. (Unfortunately, the comments from a previous post about this are gone.) I realize that things may be different across the world. But certainly, in the US, a degree is not a predictor of job success.
The other part of Hank’s article deals with speed of getting people to start. Speed comes from paying attention to all parts of hiring every day: screening resumes, using multiple sourcing schemes, using a group interview and limited consensus to make hiring decisions, knowing what kind of an offer would make a candidate say yes, making an offer promptly, checking references quickly, and making a start date that’s relatively soon.
Make sure you’re screening people on what really matters — things that predict their ability to do their jobs. And make sure that you make time for your hiring activities.