Imagine this: you’re in talent acquisition for an organization that acquires another, and are charged with hiring 100 developers for that organization in 90 days. Now, also imagine that the company for which you’re hiring currently has a team of 45 employees, split between the United States and Argentina, which took them seven years to build. On top of that, the organization doesn’t yet have salaries or locations set for any new hires. Sound interesting?
This is exactly the scenario David Nason, Infor’s Head of Talent Acquisition, once faced. At our 2017 Talent Innovation Summit, David shared how he exceeded the goal of 100 hires—and in only 45 days. What’s more, it only took 2 candidates per hire and the time from candidate submission to offer was 7 days. David attributes this success to building high-impact, cross-functional hiring teams.
How to create high-impact hiring teams
When you have lofty hiring goals, don’t try to reach them alone—build a team. David says the best teams have players who know their roles and goals, understand yours, do their jobs, and help when they can. Team players can, and should, come from any department. These high-impact teams will get more done, beat deadlines, and have more fun—because they are more effective.
David suggests creating 4 high-impact team families:
- Front door team: Your front door team ensures that every candidate who steps through your door feels welcome, so you can keep them thoroughly engaged in your recruitment process. Your team should know when each candidate is expected to arrive, recognize them (via a photo), and greet them by name. You may even ask the candidate ahead of time what their preferred drink is, so you can greet them with water, coffee, tea, or soda upon arrival. As your candidate is taken through the office, others in your cross-functional team may say hello to create a more welcoming experience.
- Evaluation team: The evaluation team’s role is to take each candidate through a full-cycle, fact-based behavioral interview process to determine whether the candidate meets the role requirements. David strongly suggests that each person on your evaluation team be a decision maker, and that each tackles a different area. He says that the five key things to assess are the candidate’s skills, knowledge, abilities, attributes, and desires. A structured interview process will ensure that each interviewer asks the candidate different questions, to ensure a better overall experience.
- Recruiting team: The role of the recruiting team is to identify target candidates, get to know them, and get them excited. David says that a candidate is only truly a candidate if they are qualified, available, and interested. That is, if they are capable of doing the job right now, are in a position to resign from their current role, and would be able to join your organization in a normal period of time. David suggests using an initial phone call to suss out the answers to these questions first, then booking the evaluation-portion of the phone screen for later. This ensures you focus your time on those who are truly candidates.
- Closing team: Great recruiters know that they need to start closing on candidates from the very first interaction. Recruiters should always be qualifying the offer, and re-qualifying the candidate’s commitment and availability. They should stay in lockstep with the hiring manager to ensure that the candidate’s motivations are being met, and discussed throughout the recruitment process. For high-profile, difficult-to-fill roles, an executive sponsor can be a fantastic tool to add as well. This doesn’t necessarily need to be a top-rung executive at the company, but going up a level or two can show the candidate that they’re valued by the organization.
David points out that it took some time to put these high-impact teams into place but, once they did, things really rolled. These teams, coupled with the right recruiting technology, allowed them to efficiently source, engage, interview, and close great talent. Because of this, it took only two candidates to fill each role, and seven days to evaluate each candidate—allowing them to fill 155 roles in 45 days. Whether or not you have a similar challenge to overcome at your own organization, this process can help you fill your roles more efficiently.
Miss our Talent Innovation Summit? Read some of our most recent posts, filled with countless tips from leaders from Shopify, LevelUp, and Cirque du Soleil. Or listen to the recording of our Summit live stream here!
And finally, you’ll find the slides from David’s presentation below, along with the video of his presentation!