I’ve been talking a lot about where HR is headed this year, which is important so we can prepare ourselves appropriately.
However, what about now? What can we fix right now?
It occurred to me that there are some basic precepts in Talent Acquisition (TA) that practitioners are not tending to. This advice emanates from conversations I have had with several jobseekers about their hiring experiences of late.
5 things you better not be doing
If you are doing committing any of these hiring crimes, please fix it immediately.
- Asking the candidate for information in bits and pieces. Every company has necessary information they need in order to make a formal offer. In case you were unaware, candidates are as busy as you are. They don’t have time to be going back and forth with you about what you need. Create a checklist or some sort of system for the jobs you hire for to ensure you account for all of the items you need to collect from a prospective hire. To commit this crime is to annoy your candidate and to give the impression that your company works in a haphazard manner.
- Not allowing your new hires to give adequate notice. If the candidate has to wait several weeks to get through your pre-hire process, you can wait the two to three weeks they need to give their current employer adequate notice of their departure. If you expect it from your people, you should expect others need to do the same for the companies they are employed by as well.
- Telling prospective hires to give notice before you have fully vetted them. No one has time to be putting in notice with their current employer prior to you vetting them or officially offering them a position — only to be told the position is no longer being offered. This is a crime because you never know what can come up during your pre-offer process to prevent you from hiring them. Will you help them find a new job if it turns out you can’t hire them? Probably not. It is never advisable to say anything to a current employer, until a prospective hire is fully vetted and given an official offer letter. Make sure your TA people aren’t telling candidates to do this.
- Ridiculously long applications. When’s the last time you looked at your application? Do you really need to know things like when a person was divorced, or where a deceased family member lived? These examples are just a few of the growing list of ridiculous questions asked on applications. Unless you are a federal, state, or civil service agency, you should not have a 50-page application. Even within those agencies, there are often redundancies in terms of information they solicit during the hiring process. Here’s some advice: Take a look at your application and gather only the information you absolutely need to make both a legal and practical hire.
- Requiring candidates to incur costs in advance of their employment. A candidate I know was recently asked to send passport photos to her prospective employer (which was previously made available to the employer and lost.) The loss of the photos caused this person to have to purchase a new set of photos and pay for overnight delivery to a state agency. This was a burdensome cost for the candidate. My advice to employers is simple: If you require it, you pay for it. Many candidates are in tough financial spots and cannot afford to pay a dollar more than what it may cost them to get to the interview and back. Do your best to eliminate economic and financial hurdles for them to overcome while trying to become employed by your company.
Make every step as painless as possible
These are just a few instances in which the actions of your Talent Acquisition staff could be undermining your hiring efforts.
Article Continues Below
AI and Automation: How They Will Impact the Future of Recruiting?
I provide this advice not to point the finger but to shed light on an area where we need to do better as a discipline. When I worked as a Talent Acquisition Specialist, my focus was to put the right people to work as quickly as possible.
As a TA Specialist or Recruiter, you have to be dedicated to making every step in the hiring process as painless as possible. You make it so by letting people know what they can expect and removing unnecessary hurdles from their path to becoming an employee.
This was originally published on Janine Truitt’s The Aristocracy of HR blog.