Success in the staffing and recruitment business hinges on leadership. Yet, building and maintaining a strong leadership team is a constant challenge for many firms. In this conversation with Lisa Maxwell of Gerard Stewart, you’ll hear concrete advice and actionable steps that will strengthen your executive leadership team and also boost the quality of your entire firm’s management.
Every leader has to drive some type of change from time to time. Because changing things makes people uncomfortable, it’s common that leaders are viewed negatively, even when whatever is being changed is in the best interest of everyone. In this podcast, I walk you through three simple change management steps. By following these, you’ll no longer be seen as an “a-hole” and instead be viewed as an A-player by the very people impacted by change.
Leaders are often frustrated that they have to repeat themselves. Are the recruiters and other staff members on their team not listening?
No, often, they are not.
Short attention spans have gotten shorter. We have just nine seconds to capture someone’s attention. And only 30 seconds to share our full message being tuned out.
Less is more when it comes to being masterful in conversations. Being a “soundbiter” will have more of your direct reports listening, wanting to understand, and retain the valuable things you have to say.
Becoming an effective soundbiter begins with three simple steps:
Step 1 – Listen to how people communicate in person, on the telephone, and via television and radio. Pay particular attention to those that capture your attention while keeping their comments brief. Notice how they convey their ideas through their selection of words and use of volume, tone, and inflection.
Step 2 – Conduct a personal debrief after conversations you have with others. Pick statements you made during the conversation and develop alternative ways you could have made your remarks in more of a provocative, soundbite fashion.
Step 3 – Strive for progress, not perfection, by using select conversations as an opportunity to practice saying more with less words. Personal conversations are often a safe and easy place to start.
The job of being a leader is challenging. Leaders make it harder than it needs to be when they talk to much.
Scott WintripWhy Recruiters on Your Team Aren’t Listening
While Miley Cyrus made a similar sounding word famous for all the wrong reasons, Talent Turking is a different set of moves that allows companies to reduce their Labor Factor, the amount of time and effort necessary to generate viable candidates and fill jobs. Decreasing the Labor Factor is a key move in achieving Lean Recruiting—increasing the speed and accuracy of hiring by maximizing efficiency.
As described in Wikipedia, the Turk (or Mechnical Turk) was a “fake chess-playing machine constructed in the late 18th century.” Rather than being driven by some form of special technology, it was “a mechanical illusion that allowed a human chess master hiding inside to operate the machine. The Turk won most of the games played during its demonstrations around Europe and the Americas”
Even though this was an innovation only in spirit, one of the great innovators of our decade, Amazon, has taken this concept and made it real. Their website, www.mturk.com, allows you to hire “Mechanical Turk Workers,” real people who do tasks with machine like speed and cost efficiency.
For anyone involved in recruiting, talent acquisition, or staffing, the applications of this idea are endless. From research to sourcing to database cleanup, these and many more possibilities await, yet, very few people seem to be leveraging this resource.
Keyword searches produced the following results:
Recruiting – 0 results
Sourcing – 0 results
Candidate – 2 results
Job – 25 results (with only a handful being relevant to hiring)
By turking tasks, more time can be better spent talking with candidates and filling jobs. Even Miley would have to admit that this is the right kind of move for anyone wanting to operate more efficiently.
One perversion mindset is a top contributor to time-to-fill reaching a new, all-time high of more than 27 days:
These fears include:
The department head who fears it’s too risky to hire someone who is anything less than a perfect fit.
The talent acquisition leader who fears that increasing hiring speed will negatively impact accuracy.
The staffing firm manager who fears it won’t be worth it to offer risk-free offerings that reduce time-to-fill to zero.
Some people may say this isn’t fear. Instead, they call it being prudent, exercising caution, or avoiding making the same mistakes. Which are simply ways of acknowledging fear without calling it by name.
The only problems I’ve ever successfully overcome are those that I fully acknowledged and understood. The problem always defines the solution. That’s why understanding the fear of fast hiring is so important.
If we don’t, the Fear It mindset leads to the other “F” it:
“F” it. I’m not taking the risk of doing something different. What’s a few more days of waiting anyways?
A few more days is rarely just a few days long. Good candidates end up taking other jobs. Work piles up. Stress increases. Profits decline. All because of a four-letter word.
A process that makes it safe and easy to engage in fast hiring is a requirement for countering this culture of fear.
So, what will you change in your process to get rid of the “F” its?
To join the ongoing discussion on eliminating time-to-fill, go to the Zero-to-Fill LinkedIn group: