Recruitment and Salesmen, I don’t find much difference between them considering the tactics they apply to get their targets achieved.
For an individual, a new hire to an organization, there’s a great deal of value he attaches to his recruiter. To him, the recruiter is the first-touch-point of the organization; and given that the initial interaction was to build a long-term relationship with the organization, and the nature of interaction is such, that all expectations are constructed right there.
In a rush to complete his targets for hiring, the recruiter make promises of which significant details communicated are half-truths. The one getting hired is at fault too, that in the excitement of an offer, they forget many a question to ask and get complete details, say about organization policies, pay structure, benefits, eligibility for benefits etc., and given the chance, recruiter is not also bothered to give complete information to the employee with the fear of losing a potential hire.
If the recruiter fails to explain the complexities or the dynamics of the industry / organization culture, it’s a sure shot forecast that the new hire will result in infant attrite. Take BPO industry for example, while this industry does attract a lot of employment with all the hype around the pay, facilities, benefits etc., But when it comes to operations and business dynamics, people stand confused and utterly disappointed and start making judgements about the company and the management. And from there the internal fight starts - within HR between recruitment and Generalist HR executives, and then it's Operations versus HR, and then who's to own up to the attrition?
It's not only frustrating, but a lot of cost involved in there - in recruitment, hiring, inducting, training, readying for operations.. phew.. all of it to lose because the recruiter was not involved / trained behaviorally to set expectations right and focus on a short-term target achievement but in brand-building through their interaction and targeting at a long-term association.
The best way to deal with this is to link up new hires attrition to individual recruiters' at least for a period of 6 months to a year on parameters decided by the management to make recruiters more responsible, and sanitize the recruitment process behaviorally. How else would the HR man impact employees positively and engage employees actively if not starting with recruitment?
1 comment:
Hi Manohar,
Not taking anything away from you... or what you said...
In a recruitment process there is generally 2 or more PI.
All the stakeholders are involved.
If we talk specifically about the BPO industry, to begin with there is a general group introduction after which there is a written evaluation.
The next level is a very basic HR round, and then an interview by the operations Manager and sometimes even a VANC trainer is also involved.
The candidate is finalized by the HR with the affirmation of the Operations team
So thus we can not but the blame of a wrong hire or high attrition rate on the recruiter. He in most cases is a facilitator and a guide …
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