Our Recruiting Credentials:
Talent Drives Everything
Tell us about your past recruiting success:
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In the last months, as we have been marketing WeCrut4U, people have consistently asked us: "Who have you recruited for? Who are your reference clients?"
Much of the recruiting success we have had in the past was for our employers. It is only in the last months that we started to make our skills and experience available to clients.
But we do have a few recruiting "success high lights" to talk about. Here they are.
One: 600 IT professionals in 3 months.
Remember Y2K - the disaster that never happened. But in 1997-98, everyone was worried about it. We were working in an IT organization at the time. The CIO came to us and said:
"I need 600 IT programmers and analyst with varying skill sets. I need them in 3 months. Some of them will back fill and free up current folks that I need on Y2K teams. Some of them will join Y2K teams. Get to it."
So we did. But we did it a little differently. Folks forget, but in 1998, job boards like Workopolis and Monster did not exist yet, or were just starting.
It worked. We hit the recruiting targets. In three months.
A Job Fair With a Difference
We actually did this as a consulting assignment for a client. The client, a telecommunications firm, needed about 100 IT professionals and radio frequency engineers in a hurry to support a major business expansion. The VP of HR went to an executive search chap who had done work for them, asking for ideas on how to do this. This chap knew about our experience hiring 600 IT professionals in 3 months. We had moved on from that employer and were consulting on project management and process improvement at the time. He contacted us and asked if we wanted to meet with the VP to talk about how to help them with this recruiting problem.
Traditional recruiting not moving fast enough to support their expansion needs. The VP HR did not want to build up the recruiting staff, only to take it back down once the expansion wad done. We needed a better solution.
There was a massive one day engineering and IT job fair coming up. The HR VP asked if we could take advantage of it in some way. The HR VP thought that instead of sending 1 or 2 recruiters, we could maybe send a larger recruiting team. We told the VP to book attendance at the fair, asking for one of the larger "rooms" that was available.
We did send a team, but it was a team with a difference. We built a whole recruitment work flow process designed the of flow "highly qualified" candidates to hiring managers on the day of the Job Fair. The hiring managers were in the back lines removed from the frenzy of the job fair. We had them waiting in rooms upstairs in the hotel where the job fair was being hosted. By the time, candidates got to them, we wanted to know two things - first, the candidate was appropriately qualified, and second, - the candidate was seriously motivated to accept an offer from the company if it was made on the next day.
In one day, we had about 1500 people walk through the "recruiting intake room". We took in about 1000 resumes. Experienced interviewers quick qualified about 200 candidates in 15 minute screening interviews. We put about 100 of these candidates before the hiring managers. The rest dropped out because of motivation and other reasons. The hiring managers authorized about 60 job offers. They were all couriered out the next day. About 90% of them were accepted.
The whole process is described in a short story - click here to read it. We changed the names and down sized the numbers in the story. Our client has to remain confidential.
The story describes the work flow we designed and went through with the client to prepare for the job fair. It also describes the set up of the job fair hiring / screening room,. The layout of the room, the posters on the walls, the interaction with hiring support staff were all designed to get candidates to self-fit themselves to jobs for which they had the background needed. We describe how the candidate per-qualifiers, the most experienced recruiting / search interviewers in the team, sorted out the best fit candidates. Finally, we detail the extremely important role of the hiring process support staff.
It worked: 60 job offers, 90% accepted.
AVPs (Assistant Vice Presidents) and VPs (Vice-Presidents) in a Turnaround Situation
We were part of a change team charged with upgrading the processes, operating practices and customer service orientation of a very large IT organization (operating budget >$500 million a year). The turnaround CIO wanted to add at least 10 technically competent, skilled people managers to his team at the AVP level. As well, he was looking for 4 new VPs to act as client service heads for the new IT organization structure that he was putting into place. To some extent, this was mixed up chicken and egg hiring, since the CIO was prepared to put in place some or all of the AVPs before he hired the VPs they would end up reporting too. But urgency was the name of his game. IT service delivery was poor. The business was deeply disenchanted with IT. Things needed to change rapidly.
We managed the search process. We engaged executive search consultants for "stealth searches" for the VP roles, since the incumbents they would replace were still on the job. We had to work with these incumbents while hiring new AVPs for them, but not let them "downgrade" the quality of the new hires. Doing so was difficult, requiring the active involvement of the turnaround CIO in all of these hires.
All of the hires got done in about 12 months. We did all of the first cut candidate qualification interviews on both levels. We managed the sourcing for the AVPs, using internal referrals, referrals from our own networks and referrals from the CIO's network (extensive) to identity potential candidates. We approached them, "sold" them on the possibility, qualified them, and managed their interaction with whichever VP was in place at the time and the CIO. We followed up and managed the job offer process for all of the AVPs.
The VPs position searches were handled by a three different executive search firms on a "confidential basis". We selected these firms and manage their work. Our company was only identified once the final candidates had completed a confidentiality agreement. Once again, we first interviewed them, managed their interviews with the CIO, handled / supported the compensation negotiations, and managed the job offer process.
It worked. The CIO got the new talent he wanted.
Running A National Recruiting Team
This national recruiting team did all the recruiting for a national wide organization (7 office locations including Quebec and unionized locations in BC), from the entry-level to the Vice-President. The team did over a 1000 hires a year, including some for high turn over jobs (e.g. call centers). They also recruited for a number of specialized insurance roles (e.g. claims adjusters for underwater mining equipment / sites and oil field equipment / sites).
Although the team did not have work experience in all roles they recruited for, they knew how to recruit for them.
Day to Day Recruiting
As managers, we have recruited for ourselves, or managed recruiters who found individuals for other managers in our organizations, for over 30 years. We have been involved with tens of thousands of resumes, thousands of candidate interviews and endless job offers.
We have made hiring mistakes. We dealt with the consequences of them personally. We were not recruiters whose recruiting mistakes became day-to-day problems for their hiring managers. We learned from our bad hires. Over time, we refined our recruiting techniques to avoid them.
We started to use the Internet in our recruiting work before this became the norm.
We learned that focusing on quality of hire as the key recruiting metric was the way to deliver the best possible recruiting results for our organizations. We measure quality of hire by the way in which new hires perform on-the-job, in the 1st three months and in the 1st year. (After that, the ability of the manager to inspire, motivate and develop talent becomes more important.)
Finally recruiting is not the only thing we have done. We have been responsible for delivering operating results through the talented people who worked for us. We have designed and implemented innovative performance management solutions. We have worked with clients to improve the way in which they found, deployed, and developed their own talent. We were managers first, and become recruiters second.
Today, we are making our recruiting learning and experience available to you, our clients.
Workplace Competence International, Ontario, Canada 2012-2013
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