In a previous blog post, I presented “Four Questions to Build a Candidate Relationship.” In this blog post, I’m turning my attention to Human Resources (HR).
In order for the positive impact of a client-centered recruiting process to reach its maximum, the Human Resources department must be properly positioned. At no other time is this more important than when you are attempting to execute the principles of this client-centered process.
First of all, let’s be clear on the timing. We’re not talking about an initial marketing call where the hiring manager quickly brushes you off and sends you to HR. In many instances, this is simply an attempt to get rid of you. In these cases, it is important to first establish with the manager whether or not an opening actually exists. This needs to be accomplished prior to determining whether it is in anyone’s best interest for you to contact HR.
For the purposes of this article, the timing we are referencing is somewhat further along in the process. You and the hiring manager have already discussed the opening and agreed on the overall terms and condition of your working relationship. It is generally at this point that the hiring manager brings up Human Resources or a specific individual within the HR department. When this occurs, you need to be prepared to work with your client in properly positioning HR in the process.
Remember: HR can be an ally or an enemy. It depends on YOU!
Therefore, it is imperative to quickly determine what role, if any, Human Resources will play in the client-centered process you are about to implement. This is why recruiters should ask these four questions about the role of HR:
1. Specifically, what is the role of HR in this process?
Without being confrontational, you need to first determine from the hiring manager, exactly where they see the H.R. department or H.R. individual fitting into the process. You may need to also ask, “Why do they perform this specific role?”
2. Based on your experience with HR, how well do you believe they fulfill their role?
It is at this point that you are trying to gage the level of confidence the hiring manager has in the company’s H.R function. Be aware that you will also learn through this and subsequent questions, what level of authority and responsibility are ascribed to the H.R. department as well as to the hiring manager. As follow-up questions, you may need to ask, “Why do you say that?” and/or “Can you provide me with a specific example of why you believe that about H.R.?”
3. What should be my expectation when I contact HR?
This may be the most important question because it cuts to the very heart of the client-centered process. In order for this process to deliver the best possible results there must be an appropriate focus on maximizing the effectiveness of both firms’ collective resources. However, experience has demonstrated, that without the full support of the process by everyone involved, time will be wasted, resources squandered, and ultimately, the end result will be compromised.
It is not a question of whether or not HR should be involved. Rather, you need to determine that if they are involved, will they serve a useful role in supporting the client-centered process. If the answer is “yes”, their involvement can prove to be critical. However, if the hiring manager is uncertain as to how well they perform their role or what your expectation should be when contacting HR, then you need to stop the process and explain what can (and perhaps has) happen(ed) when they are involved in the process. This is particularly valid when you are implementing a client-centered process where there is no margin for error and where the appropriate outcome is critical to the success of the hiring manager.
Based on how the hiring manager answers this question, you may choose to ask a role reversal question. “If our roles were reversed and I had just shared with you this expectation, how would you react and what impact would that have on your willingness to work with me?”
Listen carefully to the answer because it could make or break the deal. However, if it does break the deal, it is better to find out now than six weeks from now after you have invested your time, effort and resources only to come up against an immovable object that kills the deal.
4. When I call HR, how do you want me to position our discussion?
The answer to this question will go a long way in determining whether or not the hiring manager truly has the authority and responsibility to work with you in a manner that is consistent with the client-centered process. If the hiring manager becomes defensive, or is not comfortable in fulfilling the dominant role in the process from their company’s perspective, then you are clearly working with the wrong person. You may need to ratchet your relationship up a notch or two in order to locate a manager or executive who truly has the internal power required to properly interact with you throughout this exacting process.
Remember: Ignorance is at the foundation of most problems involving Human Resources. That ignorance can rest with the hiring manager, the HR representative or with the recruiter. However, in many instances, it rests with all three.
Ignorance is just an absence of knowledge. Most importantly, it may be nothing more than an absence of knowledge on how best to utilize the collective resources of everyone involved. That is where the true power and versatility of the client-centered process will make the difference. With this process in place, everyone involved is dedicated to achieving the agreed upon outcome and any other result is unacceptable.
Everyone, and when necessary, including Human Resources, works together to achieve the common goal. This can only happen if you properly position them so that responsibilities, accountabilities, and timetables are assigned and committed to in advance of beginning the process. The answers to the above four questions will serve as a foundation for creating this functional reality.
If you have questions or comments regarding the role of HR in the client-centered process, just let me know. Your comments are always welcome.
— — —
Terry Petra is one of the recruiting industry’s leading trainers and business consultants. A Certified Personnel Consultant since 1975 and a Certified International Personnel Consultant since 1989, Petra has extensive experience as a producer, manager, and trainer in all areas of professional search, including retainer, contingency, and contract, as well as clerical/office support and temporary. For more information about his services, visit his website or call 651.738.8561.
Leave a Comment..