This article was written by the partner of LUZ Felipe Lopes, a specialist in human resources.
O recruitment is a set of techniques and procedures aimed at attracting people with high potential. The more people we recruit, the richer and more assertive we make the process. On the other hand, selection is choosing a profile among all those recruited. It's time to choose who will guide and / or build a part of your organization.
The objective of this article is to present, in a clear and detailed way, the main challenges to be overcome so that recruitment and selection processes are healthy and assertive. That is, we will solve some difficulties that are found in the units during the realization of a selection process.
Let's take a very light path, okay ?! So I am going to raise some very obvious questions and, below, I will answer and explain the points for you.
Sounds pretty obvious, does not it? But most people do not wonder why when they start recruiting. In addition, they are not aware of time-optimizing recruitment forms and can be far more assertive than common methods.
We recruit because we identify the need for inject more human capital processes within organizations.
Thinking about what has been said above, we will pay particular attention to two forms of recruitment: Internal recruitment and External Recruitment. The names are very self-explanatory. But let's dismember each of them, even if in a simple way:
As the name says, internal recruitment is performed when companies want to fill vacancies with their own employees. In order to happen, the company needs to identify the need for the opening of the vacancy, to know and prospect profiles and to publicize the opportunity.
This all sounds pretty simple, but if it does not run correctly, you end up losing the investments injected into the process. So that there are no problems in the execution, we will explain some points and alignments that determine the assertiveness, they are:
It is necessary that the company has a structure of people well aligned with the needs of the organization, because internal recruitment will require a (re) allocation of employees. That is why it is interesting to develop a succession plan linked to your growth perspective and also to your organization's perspective. Broadly speaking "a leader who does not form a leader does not grow."
You should know the job description from end to end and reflect on how the new function or relocation will influence the results of the area in which the change will take place. This lessens the need for minute evaluations of candidates and the time to connect to the role because you will already know exactly who fits the opportunity that is open.
It is important to note that people of high professional rank deserve to be recognized financially as well, so it is essential that you establish a very healthy and motivating salary policy. In addition, personal recognition is very important because people react positively to positive stimuli.
One of the advantages of internal recruitment is that it lowers the need for training and alignment on company policies. In addition, you can enhance and improve previous job training by simply tailoring the job's knowledge to the job's needs. Outstanding professionals within the unit can be noticed very easily, so it is very interesting to work out a development plan that facilitates the succession plan.
External recruitment will happen for some major reasons:
1 ° When internal recruitment was not successful: because you will need to seek professionals outside the company.
2 ° When internal recruitment was successful: because a job will be waged, so you need to seek professionals.
3 ° When it is necessary to sustain high growth: When your organization begins to grow you need to seek out professionals, regardless of job / function.
For the execution of external recruitment, we can not leave aside some inherent tools of internal recruitment, such as: charge analysis, wage policy e training. Such tools can help in reducing the time for some processes and consequently in the assertiveness and optimization of steps.
Recruitment will depend mainly on the number of vacancies to be filled, the position that the contractor will assume, the size of the company and how much you are willing to invest. Some companies do not give so much importance to this process, which implies a great difficulty in selecting the profiles that arrive near the door of the organization.
It is also worth mentioning some forms of attraction of people and specific screening for participation in the recruitment process.
It is an excellent tool for continuous capture of people. For companies that have a database system consolidated, it must be consulted before undertaking other methods of attracting people, since the registered candidates, most of the time already know the company. This allows you to save time and reduce costs. However, companies that do not have this tool can introduce it as a method of attraction.
A simple way to create a database is by making a form available on the company's page - on social networks or on the site itself. This form can feed a spreadsheet with the information of the candidates interested in being part of the team.
Contacts with Universities and CIEE (Center for Integration Student School)
In addition to being a low cost method, it gives opportunities for beginning professionals, who have the required qualification, and help to promote the image of your company as a professional trainer.
After consulting the database, if the success is not successful, the company can attract candidates through ads on the organization's website / social network page. Because, in this way, a high number of candidates will know the vacancy and the chances of these people already have the necessary requirements will be even greater.
See also: know more about digital marketing.
Recruitment can easily be termed as a search process, and the selection process is nonetheless, ie, process in which the sieve will be passed on the candidates. Both processes need to be very aligned, since recruitment is a facilitator of selection. A well-executed recruitment will greatly reduce the time for review for the selection because you will already bring candidates in line with the needs identified.
We have already explained a lot about recruiting and how this will influence your organization if there is no planning and focus. Now let's pay special attention to the selection.
After recruiting (excellent) professionals, we need to perform a battery of tests to define profiles and allocate them within their respective functions through selection. We will use some very basic tools for this, they are:
They aim to evaluate the behavior of the candidate in the midst of a work team, in addition to observing his role in the team. Some candidates show themselves to be communicative, others creative and others are still full of energy. The ideal dynamics for each type of competence should be evaluated.
Logical tests are used for evaluation in positions that the level of concentration for the execution of tasks are very high, for example; financial teams, tool developers, and so on. You can, in general, know if your candidate can be assertive and effective - even with little time and pressure.
Interview with the Finalists
This is the most important moment of all (within the process), because it is here that you will meet the candidate face to face, this is the moment you connect the candidate with the vacancy and issue, through this and other evaluations, the final opinion for the candidate.
Recruitment and selection processes need planning to happen, so let's explore some "tricks" for this. What will make it easier to apply them, is to know exactly what you need in each step of the process that is being developed.
1 ° - know exactly how many people you need at the end of the process: it is common, especially when selecting people for operations, that demand is greater than a single person. That is why it is necessary to establish the quantity of people and also why the quantity desired - ask yourself things like; will it be strategic positions? Will the prospect for such people be big? Will they work as fixed or as freelancers?
2 ° - stipulate a goal of subscribers: it is very important when it comes to submitting the marketing briefing, you know how many people you need for screening. A healthy number is above 50 subscribers (for a single vacancy), the subscribers goal seems high, but some people give up after signing up and others just do not show up for the other steps.
3 ° - do the screening according to the other goals (for the dynamics and interview): I will recapitulate here the importance of working with goals "if you do not stipulate goals, you do not know where you want to go." In the process of recruiting is no different, if you do not know where you want to go, you will not get anywhere. So enumerate the steps by thinking of an 4 conversion rate for 1, that is, in the end you will have 4 people available for each available 1 and you should decrease this in the steps prior to the interview (which is where the decision happens Last). That way you can predict, control and prepare to reduce the number of people per stage.
4 ° - think about the logistics of group dynamics: a dynamic should only be called if the number of candidates screened is greater than 10. Why that? Why the logistics of interviews for a number of people superior to 10 is unfeasible, and a dynamic with few people less viable yet. For evaluation of candidates in dynamics it is required that they be two evaluators and it is preferable that this stage of the process is divided into two rounds, with a minimum duration of 1h30 and maximum of 2h30. Choose dynamics that are compatible with the skills you want to evaluate (preferably more than one dynamic per round).
5 ° - develop logistics for interviews: the interviews should be individual, with a minimum duration of thirty minutes and a maximum of one hour. It is interesting not to exceed the limit of ten interviewees per day, as this ensures assertiveness in the evaluation of candidates, reduces the number of people for the interview to a maximum, and even if the number is high, split the interviews in two or three days, and be sure to evaluate the candidates at the end of the day. Take the interview with all the notes made in the dynamic and also a very brief analysis of the candidate's registration. It is also important that the interview be guided by two people: one who will pull and question the candidate and another who will make the notes - preferably HR or immediate superior.
6 ° - do it evaluation of candidates: prepare an evaluation form per position and make it available for the different stages. As the name itself says, it will be divided by positions and is very changeable, that is, you can adapt it according to the need of evaluation of the candidate for the vacancy. But that does not mean that you should always change, but that you should list the competences and their relevance according to the need of your unit, because although they belong to the same brand, each one has its particularities.
7 ° - send feedback to candidates: the candidates expect feedback and seek to understand, through it, the reason for the company's return. Therefore, whenever the candidate does not move to the next step, send a text message or an email telling them not to approve it.
The slogans of successful companies could be summarized as "in doubt, do not hire" or "first who, then what." The focus is not to fill roles with the best candidates, but to attract talented people with valuable stories, skills developed by striking experiences and willing to dare, learn and build solid interpersonal bonds. After bringing them on board, the entrepreneur identifies the relevant challenges that these individuals can take. "
Rogério Cher, member of Empreender Vida e Carreira.