It may seem surprising to you that a
recruitment firm in Montreal
offers you ways to improve your recruitment-house of middle and senior executives. But after all it is not contradictory.
Both recruiters and companies have a lot to gain. For a company, if the right conditions are right, doing in-house recruitment can be a great way to fill the middle or executive positions it needs.
For a recruitment firm, dealing with a client who has already realized the difficulties inherent in any recruitment process will allow him to establish a stronger relationship with that company if it uses its services.
You will understand that it is not always possible for companies to recruit the executives they need. It is at this time that they call on recruitment firms,among other things for their mastery of the direct approach. We’ll come back to that.
There are roughly two reasons for recruitment. Either a company wants to make a replacement (retirement, maternity leave, etc.), or it is a matter of recruiting an executive or senior for a new strategic function in order to develop business or diversify activities or growth.
No matter what your situation, let’s look at the four key questions you need to ask yourself to improve your home recruitment.
Question 1: How long has the position been open and why has it been open for so long?
This first question seems trivial, but the idea here is to take stock, a serious diagnosis of the nature of the “problem”. Happy are you if you have no problem recruiting your executives!
Generally, this is not a question that arises in the early days of a recruitment process, or whether the position is filled quickly. We ask ourselves – or we should ask ourselves – after having encountered some pitfalls, let’s remember, inherent in any hiring process.
If the ixe person leaves for the umpteenth time or if the position has been repeatedly rejected by candidates who seemed interested, it may be for a specific reason or for several reasons. If the position has been repeatedly rejected by different candidates it is clear that the offer does not correspond to the “market”. There are several causes that can contribute to high turnover. Let’s call it “internal causes.”
It is necessary to check whether an already high turnover rate for this position indicates causes of dissatisfaction related to the function: the remuneration is insufficient, your factory is located in isolated areas, the position involves long and frequent business trips abroad, the task is very complex, the team in place or the nature of the clientele is problematic, competition is fierce.
In theory, you are in the best position to find the answers to these sub-questions about the high turnover rate in your business. But you may also be too close to the problem and that’s one of the reasons a company decides to hire a recruitment firm. She can’t put her finger on the bobo.
Question 2: Is my sample of potential candidates large enough?
There is no magic number on the optimal number of applications to be made at the beginning of a recruitment process. But to make an informed choice, you must have a sufficient sample of candidates. To find the rare pearl, you still need a number of oysters!
This is what I explained in our previous blog the essential ingredient of a successful recruitment process.
The amount of work done in research, screening, interviewing, meeting, discussion and negotiation with candidates is your best guarantee to get results. It takes time to start with a sufficient number of candidates to go through all the next steps.
The number of potential candidates may also vary depending on the job market. Executive positions are indirectly affected by these fluctuations as a healthy sector attracts more candidates. Let’s call them external causes.
For example, in Quebec today, the shortage situation is serious in the health sectors as we all know, but also among heavy equipment mechanics, electronics engineers, machine technicians, programmers or media developers.
This is reflected in the Quebec Ministry of Labour, Employment and Social
Solidarity’s
annual State of Labour Market Balance report. This has an impact on the interest of executives. There are also very niche or specialized executive positions that require both technical and managerial skills, which is not always easy to find in the same person. The candidate may also be required to travel abroad and master another language or even a third language.
What if you miscommunaled the nature of the position and its requirements? What seemed obvious or of secondary interest to you may be important for the candidates… If the candidates who have come forward do not have the right profile, it is because your job offer may not be up to the point. Which brings us to question 3.
Question 3: Did I communicate the nature of the position and its requirements?
Did you write your job offer for this executive position in plain language? Have you presented the benefits of your business? Have you focused on common places or on factual and specific components of the position such as salary and specific requirements?
If so, you’ve avoided three common pitfalls: wave, neutral and anything! Writing a job offer to recruit an middle or executive is not an unattainable task but there are rules. Here are the basic rules:
- The exact function should be clear and should follow a few lines on responsibilities. You will have indicated the profile, work experience and specific skills sought, linguistic or otherwise.
- All the benefits offered by your company must be obvious,including as much salary as possible. You have to attract them, so talk about your business, your brand, your products.
- In general, you will be factual and have given an idea of the sector, the challenges you have,your workforce, what motivates this hiring and your current situation in the market. You will avoid common places on the personal qualities sought (dynamic, leadership, etc.) to focus on the specific.
If you are original and know how to present your business, you may attract excellent candidates in sufficient numbers!
But even if your job offer attracts a number of candidates, you might feel like you’re missing out on the best. In this case, you should opt for a more direct hunting strategy in order to recruit middle and senior managers who are already active in your industry. Which brings us to the fourth question.
Question 4: How do I use the direct approach?
Direct approach is the specialty area of recruitment firms and headhunters. The direct approach that Recruitscope masters at your fingertips in several industries will be of great help to you.
It is not only a question of having a “candidate bank” on the disc but ofhaving developed a methodical know-how in the process of direct approach. It is also necessary to be able to quickly identify the organization charts and professional expertise of the candidates. Above all, you have to have the talent to present yourself in your best light to potential candidates.
Recruiting middle and senior managers through a direct approach is a job that requires rigorous methodology, persuasiveness, absolute discretion and tact. You don’t improvise headhunter.
If you’re running out of time or trampling on your current hiring process, don’t hesitate to call on our 10-year expertise in recruiting middle and executive executives.
Recruitscope masters the direct approach process that allows it to quickly identify the most interesting candidates for your business. This unique expertise will help you complete your hiring process faster.
