Perhaps one of the most neglected functions for on-going development is the recruiting function. Most organizations hire recruiters based on previous experience and then expect them to apply that experience into their culture and hiring processes with minimal instruction.
The majority of training for recruiters is focused on technology training, whether it’s the applicant tracking system, the candidate database, performance management, or HRIS system. These are just the technology elements of the job.
A career recruiter will bring a strong foundation of skills in sourcing, screening, creation, and closing of candidate offers, etc. Those coupled with technology understanding are the fundamental skills any recruiter will need to be successful.
However, there are a few things that a company will need to provide in order to make the recruiter successful in your company environment:
- What is the detailed employment value proposition that makes your company more attractive than your competition?
- Within the department or group of jobs that the recruiter is aligned to, what are the aspects of that department or job that makes it more attractive? What are the pitfalls?
- What are the opportunities the recruiter can “sell” that differentiates your company from another?
Here are some best practices in developing an effective recruiter training program:
Design your program to address gaps in the competencies of your recruiters.
First, you need to gain an understanding of the fundamental competencies that are most important for your recruiters. If you looked at your most successful recruiters, which competencies or behaviors set them apart from the others? Do they know the business for which they recruit better than their peers? Are they better “closers”, securing more hires per offer than their peers? If you don’t have a sense of this, then consider creating a Success Profile.
Conducting a series of focus groups or interviews with your recruiters, and the subsequent analysis, creates a tool that acts as a roadmap to management and all recruiters demonstrating the traits and competencies of your best recruiters. Once this is complete, you can then analyze the gaps within the rest of your department. Once you have this gap analysis completed, you can then design the elements of your program. These program elements would address gaps that exist in your current staff, not teaching them something they already know.
Use an external party to train.
The biggest mistake a company can make is to have their staffing or HR executives act as coaches to the people they manage everyday. The executives are to act as everyday coaches and developers of the talent, but in a forum such as this, the executive’s supervisory capacity can conflict with his or her role as a trainer.
In addition, the external party can bring best practices outside of the company’s environment that have worked across multiple organizations. Finally, an external party creates a more open environment, in which dissenting opinions, everyday issues, and other frustrations can be voiced in a “safe” environment.
Have a plan to evaluate success.
It can be as simple as a training evaluation form that is completed by attendees at the end of the course, or a focus group conducted after the session. The key is to gain a sense from the attendees that the content mapped to the competencies you planned to address in the training. This will entail setup on the front end and analysis of the results of the evaluation forms/focus groups, but this is a key step.
Commit to on-going training & effectiveness.
Establish a focus group with recruiting leaders 3 months after the training program to determine the effectiveness of the program and address any remaining areas for improvement. Commit to providing the same training program as on-boarding for ALL new recruiters that enter your organization. Finally, plan to update your training every 6 months and launch the program once a year for all recruiters.
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