Avoid:
- Recruitment processes that are too lengthy or lacking in structure, as they scare away candidates.
- Communication problems such as a lack of clarity, unrealistic promises, or neglecting to follow up with unselected candidates. These communication deficiencies negatively affect the employer brand, which, in turn, compromises recruitment of the best talent.
- Limiting recruitment to one place or to in-house referrals. These practices hinder staff diversification.
- Biases, conscious or not, since both harm their victims. All types of discrimination are prohibited, whether on the basis of age, race, sexual orientation, physical disabilities, etc. It’s also against the law to ask questions about health or family situations, or to check references or criminal backgrounds without first obtaining written consent from candidates.
The recruitment practices to promote are divided into three main categories: processes, communication, and employer brand.
Processes
What are the characteristics of effective processes?
- They begin with an accurate analysis of needs, specifically when it comes to labour, as well as the skills and experience level required for open positions.
- They are simple to follow for both the recruiter and the candidate. One way to simplify recruitment processes is by using an applicant tracking system (ATS), which saves time, improves internal collaboration, and assists in candidate selection.
- Their structure enables the assessment of both technical skills (through tests and case studies, among others) and compatibility with the company culture.
- They implement an inclusive company culture and an equal opportunity policy that applies to all candidates.
Communication
Communication is especially important in the recruitment process. It must:
- Be transparent. Candidates are reassured when they’re kept updated during each step of the process.
- Be specific, particularly when it comes to open job descriptions. These must include responsibilities, essential and desired skills, salary ranges, and manager expectations.
- Encourage the participation of managers and employees, whose perspectives are often very valuable when a new member is being added to their team.
- Convey to recruiters the importance of assessing candidates equally, without the aforementioned biases.
Employer Brand
Since employer brands influence candidates seeking new challenges, executives should ask themselves the following questions:
- What are the company’s values? How does it take the environment into consideration? Has it made a commitment to social causes?
- What is the differentiated positioning of the employee brand? In other words, what makes the company stand out from its competitors? All that’s left to do once the differentiated positioning has been identified is to let it shine!
- What is the company’s employee value proposition (EVP)? This term refers to benefits, rewards, facilities, and opportunities. In addition to compensation packages, it includes flexible work schedules, remote work, possibilities to work in multiple fields or in a stimulating environment, etc.
- Is there a communication platform that simplifies and facilitates collaboration between teams?
- Does the company culture value diversity? If so, how?
- Have the company’s points of contact (including the website, job postings, employee onboarding, and recognition activities) been updated to improve the candidate and employee experience?
- Does the company demonstrate creativity? Whether through the company logo or through the written style used to describe company realities and success, there are several ways to be inventive.
As a reminder, the millennial generation values innovation, altruism, quality of life, and the environment. It is therefore smart to emphasize these criteria in your next job posting!
At Bedard Human Resources, we can help you improve your recruitment practices. Contact Stéphane Pépin for more information about our HR consulting services.
