Perfman HR: The Hiring Process As a Clock
Perfman HR: The Hiring Process As a Clock
Picture the hiring process as a clock. At 1 o'clock everything seems to be hummingalong fine in the organization. But perfect conditions don't last long in the realworld. By 2 o'clock the organization is beginning to perceive that it has someproblems. Work is piling up on someone's desk. Customers are complainingabout slow response time. Competitors are taking advantage of opportunitiesthe organization can't handle quickly enough. Sales aren't what they need to beto keep production fully occupied. You get the idea.At 3 o'clock suggestions come up at a staff meeting: "Maybe we need extra helpin customer service. Or maybe we need to hire a person with expertise in projectmanagement, data analysis, or sales support. Or maybe we can contract out someof the work." But nothing is resolved.
By 4 o'clock the need has become so obvious that a committee is appointed todefine what kind of help is really required. It takes until 5 o'clock to come upwith job specifications and get the money approved. Key staff people are askedif they know anyone who might be suitable, and a few names are put forth forconsideration. Informal interviewing begins. No one seems right for the job,however, except one person who seems happy where she is.Now it's 6 o'clock, and the job specifications are sent to human resources. HRspends some time reviewing its files of resumes, asks more questions, and by 7o'clock has finally developed a classified ad or given the job specifications to acampus placement office. Quite a few resumes come in, but it takes until 8 o'clockto identify a few candidates who seem strong enough to be called in for interviewswith the hiring manager.
By 9 o'clock it's clear that none of the four candidates selected is exactly what thehiring manager had in mind except one, who doesn't meet the approval of therest of the department. So the job specifications are sent to a recruiter, whoproduces some better-qualified candidates. Now it's 10 o'clock, but it takes until11 o'clock to conduct interviews, make the choice, negotiate terms, and get theperson started. At midnight, the new hire is up to speed and productive. Thenthe cycle starts again.
Get in Early
Where do you fit into the process? If you respond to an ad in a newspaper oron the Internet, or your online resume gets matched to the employer'sspecifications, you're entering the hiring process late in the day, say between 7and 11 o'clock. At this point, you know for sure that there is a position theemployer needs to fill, but you are also up against a lot of competition, whichreduces your likelihood of being selected, as well as your bargaining power.If you can get in earlier, say at 4 or 5 o'clock, when the precise need and jobspecifications are still being developed, you will encounter far less competitionand have a better chance of influencing the employer's thinking to your benefit.Networking is how you gain this advantage. By working through your contacts,you learn of employers' needs before they reach the wider market. You also getthe opportunity to propose ways in which you could help fill those needs. Theemployer gains by making an early selection; you gain by being in a class byyourself.
Picture the hiring process as a clock. At 1 o'clock everything seems to be humming
along fine in the organization. But perfect conditions don't last long in the real
world. By 2 o'clock the organization is beginning to perceive that it has some
problems. Work is piling up on someone's desk. Customers are complaining
about slow response time. Competitors are taking advantage of opportunities
the organization can't handle quickly enough. Sales aren't what they need to be
to keep production fully occupied. You get the idea.
At 3 o'clock suggestions come up at a staff meeting: "Maybe we need extra help
in customer service. Or maybe we need to hire a person with expertise in project
management, data analysis, or sales support. Or maybe we can contract out some
of the work." But nothing is resolved.
By 4 o'clock the need has become so obvious that a committee is appointed to
define what kind of help is really required. It takes until 5 o'clock to come up
with job specifications and get the money approved. Key staff people are asked
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Sonal Aurora is director and co-founder ofPerfman HR.
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