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 if they know anyone who might be suitable, and a few names are put forth for consideration. 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. HR spends some time reviewing its files of resumes, asks more questions, and by 7 o'clock has finally developed a classified ad or given the job specifications to a campus placement office. Quite a few resumes come in, but it takes until 8 o'clock to identify a few candidates who seem strong enough to be called in for interviews with the hiring manager.
By 9 o'clock it's clear that none of the four candidates selected is exactly what the hiring manager had in mind — except one, who doesn't meet the approval of the rest of the department. So the job specifications are sent to a recruiter, who produces some better-qualified candidates. Now it's 10 o'clock, but it takes until 11 o'clock to conduct interviews, make the choice, negotiate terms, and get the person started. At midnight, the new hire is up to speed and productive. Then the cycle starts again.
Get in Early
Where do you fit into the process? If you respond to an ad in a newspaper or on the Internet, or your online resume gets matched to the employer's specifications, you're entering the hiring process late in the day, say between 7 and 11 o'clock. At this point, you know for sure that there is a position the employer needs to fill, but you are also up against a lot of competition, which reduces 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 job specifications are still being developed, you will encounter far less competition and 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 get the opportunity to propose ways in which you could help fill those needs. The employer gains by making an early selection; you gain by being in a class by yourself.
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 6
Sonal Aurora is director and co- founder of executive search firm Mumbai Perfman HR (www.perfmanhr.com). Perfman HR is a premier HR Consulting Company Founded in Mumbai, India. We are an inventive and dynamic Human Resource Company specializing in Talent Engagement, Learning & HR Solutions.
No comments:
Post a Comment