Whether your company is a startup just hitting growth mode, you’re replacing employee churn or anywhere in between, hiring is hard. Yes, I know this qualifies me for the Captain Obvious of the Year award for 2015 (and probably 2016). However, often companies make it harder on themselves than they really need to, and probably (hopefully) without really realizing it.

Hiring processes which were likely put in place when the company was just starting out, have outlived their usefulness. Process for the sake of process (because that’s the way we’ve always done it) is an antiquated and dangerous notion. In the early stages of a company’s life, one mishire can spell doom even for companies with unicorn potential. I get this. But why lose candidates everyone along the hiring chain knows would be a quality hire just because there’s a process to adhere to. Unfortunately, this often applies to both external and internal candidates. The latter being nearly inexcusable in my opinion (and a symptom of much bigger problems).

Unfortunately, often when companies enter hyper growth mode, they ditch the process and hire anyone with university initials and a heartbeat. They routinely pay over market salaries due to hiring competition and the need to fill reqs to start delivering their product or services.

Try Googling “hire slow, fire fast” sometime. Or go ahead and do it right now. I’ll wait. Lots of results right? Too many links to post here in fact. With related articles on digital business mags like HBR, Entrepreneur, and Inc. it’s hard not to put the brakes on and be slightly paranoid about any open reqs you have on your roster right now.

The most compelling opposing view comes from the FastCompany article Why “Hire Slow, Hire Fast” is a Bunch of BS. Granted, the article is aimed more at startups than multi-nationals, but as an ever increasing number of companies understand the value in being more of an agile organization, the thought is no less valid. The speed at which business needs change these days is growing exponentially by the month. Try projecting six months out. Can you really say with exact certainty what your needs will be at that point? Probably not. Then why drag out the hiring process for months just because there’s a systematic process in place, or worse, you’re holding out for that candidate who will tick 99 out of 100 boxes?

The article brilliantly states, “If your doctor gave you six months to live unless you got a liver transplant, would you hold out until you found that PERFECT liver? Or would you find the best liver available this very second and figure out how to make it work?” Ok, that’s a bit morbid and I’ll have to check with my brother-in-law, who is a doctor, to see if it’s even possible to make a “best available” liver work, but the thought is spot on. Don’t get paralysis by analysis. It’s not like you’re looking for your soul mate. You’re just looking for a work mate. Nearly every time, good is good enough.

Don’t get me wrong, I’m not advocating a reckless, let’s just get butts in seats and fill the reqs approach. That mentality doesn’t benefit either side of the process. What I am talking about is conducting a search with a sense of urgency. There is a big difference between hiring fast and hiring with a sense of urgency. Giving your candidates a sense of urgency they can feel can make all the difference in the world when they’re making the decision which job to take.

Yes, urgency is often equated with speed, but moving fast is only a small part. Urgency when it comes to hiring is mainly made up of consistent and timely communication (both candidate and internal), process transparency and superior candidate experience. Having a sense of urgency, however, demands discipline. It can be a fair amount of work consistently letting candidates know what’s happening every step of the process, especially if the company is lucky enough to have multiple quality candidates. When things stall in the process, keeping in constant contact with candidates portrays urgency, even if it’s delivering uncertain (or bad) news. Immediate interactions like “thanks for coming in” or “we’ll get back to you shortly” or “let me check the status and get right back to you” make a big difference even if making a hiring decision is a ways off due to scheduling difficulties or multiple candidates.

Of course, an internal sense of urgency is often equally essential. Taking a proactive approach to keeping the process moving along can be a monumental task akin to attempting to push a wet noodle. I’ve found that reminding others of the business reasons for the hire and the risks associated with a prolonged candidate search works well to keep the fire of urgency lit. If that doesn’t work, try the old “squeaky wheel gets the grease” approach. Internal team communications are great for this.

Obviously, since I work for TalentObjects I would be remiss if I failed to mention that having a strong Talent Management system in place helps your entire hiring team assist with creating a sense of urgency.

So what Talent Management features help enable of sense of urgency? I’m glad you asked.

  • Completely mobile from start to finish (from job posts to offers – and more coming soon)
  • Integrated interview management (scheduling and emails)
  • Building talent communities, not career pages (communities nurture relationships)
  • Streamlined internal messaging (like, say, Salesforce Chatter)

We’d love to chat with you about how TalentObjects:Recruit makes all this (and much more) possible.

Get in touch with us at http://www.talentobjectshcm.com/contact-us