Hiring the best talents for your outsourcing organization
Outsourcing environments constantly change and you might often find yourself, as manager, in need of recruiting for one or more roles. These could be positions ranging from analyst, specialist, or expert to team leader, manager, senior manager etc, depending on your own position within the company hierarchy.
Any recruitment process is made up of several parts, which flow from one another. These are: sourcing, selecting, offering, hiring, followed by onboarding. The first two are the ones in which a hiring manager has a lot of involvement. But what are the actions that a hiring manager should take during each of these steps?
Sourcing: This is the first part of any recruitment process, and it starts when the manager notifies recruitment (through the specific instruments of each company) of the need to recruit. At this point, a discussion should take place between the hiring manager and the recruitment, which should define several areas:
- What is the job description and what are the specific requirements for the position. This will allow the recruiter to present an accurate role picture to the candidate, thus ensuring that the correct expectations are set from the very beginning, and eliminates any potential confusions that might arise.
- What are the basic competencies that are required for the role. We might have here: teamwork, attention to details, leadership etc. Therefore, besides job history, the candidate will also be probed for specific experiences which are relevant for the position, and will be asked if they have been in various situations which will demonstrate their expertise in various fields.
- Where should the role be advertised and for how long. The type of position that you have open will determine the sourcing channels. Do you want the job to be posted only on the company website, on job sites, on social networks or all? Should it be posted in specialized magazines or sites due to the specificity of the requirements?
Selecting: Once recruitment puts together a short list of candidates, it will be your turn to make your choice.
- The first step in your interviewing process should always be to determine a clear list of competencies that you would expect the role holder to master. For an analyst or a specialist, these could be team work, drive for results, developing oneself, flexibility, communication, building partnerships. For a management position, the competencies could range from team leadership, developing others, leading change, strategic outlook to decision making. You should seek to identify the core competencies, those which are critical to the position, and that you cannot go without.
- Once the competencies list is in place, you should ensure you have a set of relevant questions for each of them. Make sure these questions are situational, that is that they will make the candidate think and tell you of a situation in which they had to do a particular thing, act in a specific way or say something in particular. For example, for a competency such as “Developing others” you could ask something in the lines of “Give me an example of when you coached a subordinate to develop a new skill”. This will ensure that the candidate does not give generic responses. After all, anyone could answer as to what they should or would hypothetically do in a situation, but it is more difficult to all of a sudden have to think of a real situation that they have experimented. This will make the difference between candidates with real background and those who still have areas that they need to develop.
- You now have an interview sheet that you can use, so it is time to set the interview. Set enough time to go through all the core areas for the position. For a specialist position that could be an hour, while for a management role, that could range between 1 to 2 hours. An interview which is longer than 2 hours will cause the candidate to go tired and the interview to be overall ineffective.
Once the most appropriate candidate is identified, you will be moving onto the offering phase and, having followed the above steps, you are probably on your way to hiring the best candidate for the position that you have opened.
Author: Ana Maria Petecila – Outsourcing Advisors Contributor