Tip of the Week: Candidate Profiling
- Author: Melody Orth
- Posted: April 21, 2008
- Category: Profiling
- Tags: Candidate Profiling
- Comments: 0
Without going through the candidate profiling process, it’s like making a cake without adding flour – it is the MOST critical part of the process. Most companies think that branding and sourcing are the most important steps, and should come first. Although they are very important components, candidate profiling IS the foundation for all sourcing, screening, assessment and selection. How do you know where to look and what message to convey, when you don’t know WHO you are looking for? Candidate profiling needs to look at not only the hard skills, but the soft skills and competencies of a candidate that WILL be key to a successful long-term hire.
Now, here is the shocking part – most companies know this step is very critical, yet 99% of American businesses don’t do candidate profiling. Why? The fear is that it takes a long time and can be expensive, both of which could be true. BUT if it’s not done, nor done correctly, it can and will cost a company much more in retention and turnover in the future. Without an accurate profile, your ability to recruit and retain with optimal efficiency is impossible - it’s nothing more than a guess.
We must know EXACTLY who we are looking for in order to find them, AND we want to place candidates in positions where they will succeed, in turn reducing turnover and improving retention.
For over 35 years, RCI Recruitment Solutions has worked with some of the most effective talent management organizations in existence such as Pfizer, Innovex, Humana, Disney, BP, DaimlerChrysler and others. We’ve learned that the cost and effort of acquiring, managing and developing the right people, systems and services to build a world-class internal operation are prohibitive only to the smallest percentage of companies. We believe that the size and budget of your organization should not prevent you from building a successful talent management strategy.
If you are looking for a true partner who will work with you and your team to ensure that you are hiring and retaining the right people, call us today! 561-277-1259. Or visit our Candidate Profiling section to learn more about our broad range of customized talent management solutions.
Eight Steps to Recruitment Success
- Author: Kyle Callahan
- Posted: January 17, 2008
- Category: Sourcing Strategies, Workforce Planning, Screening and Assessment, Recruitment Solutions, Profiling, Employment Branding
- Tags: No Tags
- Comments: 0
Mike Moore, CEO of RCI Recruitment Solutions, talks about the eight steps to recruitment success.
For more information on how your organization can better implement any or all of these eight steps, contact us today.
A Successful Journey in Profiling: Land-ho!
- Author: Anna Kassulke
- Posted: June 27, 2007
- Category: Profiling
- Tags: Center of Excellence, Performance Staffing, Profiling, STREAMline Training, Training
- Comments: 2
The Right Fit: Profiling In Relief, Part 3
In Part 1, From Pears to Plums: The Changing Employment Landscape, we explored mapping the changing employment landscape. In Part 2, Taking the Wheel: Charting Your Course, we went forward with how to navigate this challenging topography. In this last post of this series we will take a closer look how to use the profile we have created.
Here is something to think abouit: Good hiring does not happen by chance. It is the result of careful planning and execution. Yet many hiring managers rely on their intuitive reasoning instead of a rational and structured process that includes interviewing to profile.
The interviewing process takes place over time, and gathers a range of data from differing perspectives, so that ultimately the data is not a reflection of people’s perceptions at specific points in time; it constitutes accurate, objective, analyzable data. The process also involves a degree of psychological profiling. Data here might include measures of intelligence, emotions, insight, decision-making abilities, ambition, problem solving, and aptitude for leadership. Once your profile has been scientifically validated from multiple perspectives, you will definitely have a strategic advantage over your competitors.
You will know precisely who you are (and are not) looking for, to source for specific positions. You will no longer be relying on instinct, or the tides. Once profiling has been completed, your business, along with all those that have been engaged in the process, will gain a deeper understanding and consensus about what it is to succeed in each position.
By working together on profiling, everyone is able to reaffirm his or her alignment with the goals of your organization, and these are stamped and endorsed by executives and managers. The end result? You have validated profiles of the right candidate for each job family which you can archive and source whenever needed.
Taking the Wheel: Charting Your Course
- Author: Anna Kassulke
- Posted: June 18, 2007
- Category: Profiling
- Tags: Center of Excellence, Performance Staffing, Profiling, STREAMline Training, Training
- Comments: 0
The Right Fit: Profiling In Relief, Part 2
In Part 1, From Pears to Plums: The Changing Employment Landscape, we explored mapping the changing employment landscape. Now we go forward with how to navigate this challenging topography.
Consider: The combined cost of losing an employee and hiring a replacement can be as much as 200% of the position’s annual salary.
The development of a talent management strategy is vital to all organizations today, regardless of their size or industry. Profiling will give your organization the competitive edge when it comes to recruiting, hiring, and retaining the right people. It can take time, months or even years, but those who have sought expert guidance know that the bottom line pays off; the costs involved in poor hiring will be eliminated.
We would be willing to wager that 100% of those organizations that have been through this absolutely critical process would never turn back; they have a distinct advantage right now. Think of it in these terms: profiling is a great and rewarding business process, it will deliver ROI, and it will mean that you will take to the waters knowing who you want in advance, rather than believing or thinking that you do.
Companies spend an average of 36% of their revenue on human capital expenses
What have we all traditionally done? We have normally reacted at the point when a position becomes open, not before. Sound familiar? We place a print ad or post a job to get candidates to find us when the position becomes open because we have no available talent pool. Organizations that do not have a talent management process in place are at a distinct disadvantage in today’s environment.
From Pears to Plums: The Changing Employment Landscape
- Author: Anna Kassulke
- Posted: June 12, 2007
- Category: Profiling
- Tags: Center of Excellence, Performance Staffing, Profiling, STREAMline Training, Training
- Comments: 0
The Right Fit: Profiling In Relief, Part 1
Mapping our planet - its continents and oceans - was an indistinct science for centuries. But mapping is now a skilled scientific process that involves the use of specific symbols, which we use to analyze our landscapes, guide us, and identify salient features. We have come a long way with the evolution of satellite imagery and other scientific applications.
Contrasting the advances made in modern cartography, 99% of organizations continue to inadequately map their employment landscapes.
The employment landscape has changed. People no longer expect jobs or careers for life; they are surfing and job-hopping, expectant of recognition and environments that nurture success. Many organizations rely on outdated plans and practices to navigate through the choppy seas, so the talent signs up for, and stays with, the competitor’s crew. Why would we continue to rely on navigation tools that provide us with vague (or even incorrect) profiles of the talent we seek to have on board? Just as Columbus once conceived of the world as pear-shaped, we continue with traditions that lead to pear-shaped practices and bad hires.
Talent management should be your destination, your objective. You need to set up initiatives so that you have a ready and constant supply of the right people before the pool dries up. But you should avoid relying on gut instinct or subjectivity to source and hire quality staff; it is preferable (although it is often easier said than done) to have provable, sustainable processes in place.
