has been thinking a lot about speed lately.
Since reading his terrific article, so have I. If we indeed might be at the beginning
stages of a frenzy that relates to hiring, then speed will quickly go from a luxury to
a biological imperative an urgent component to success that has to be encoded
into the DNA of every recruiter who needs to get the job done. As such we will have to
look at speed in a whole different light: not as a means to cut corners but as a tool
and a mindset recruiters must adopt if we are to be successful in generating the hires
necessary to support organizational objectives. Bottom line? Run faster.
First things first. No conversation about speed can exist without a preemptive strike
at the forces of darkness a stake into the very heart of those individuals who will
counter this argument with supercilious and sanctimonious dialogue, reminding us of our
fiduciary responsibility not to sacrifice quality for speed as though both of these
essential elements are somehow mutually exclusive. This is of course correct. We
must never sacrifice quality for speed. However, to these individuals who preach
endlessly about quality, I must ask a few simple questions.
What is quality? Who determines it? How is quality measured? (Quality to me? Employee
gets the job done end of story.)
Now we can move on. I was born and raised in the agency business. First thing I learned?
Move fast. In an article written for The Fordyce Letter entitled Im Sorry I Didnt
Call and Seven Other Reasons to Fire a Client NOW, I give eight reasons to fire a
client. Such favorites include:
Clients who do not return phone calls.
Clients who do not respond to submitted candidates.
Clients who change the requirements every 20 minutes.
Clients who have no time. (This one is my favorite
Clients who do not get back to you after a candidate interview, and a few more you can
find in the original article.
Sadly, corporate recruiters cant fire a hiring manager. (Yes I know, the fantasy is
so sweet.) You can, however, increase your speed by helping them to increase their
speed if you let them know why it is their best interest to do so. Be advised that you
have a better chance of getting them to move if you present the upside for them as
opposed to the upside for you because most do not care whats in it for you. Three
reasons to move faster, all wrapped up in a conversation to educate them on the
importance of speed.
We look bad if we cant make a decision. (Bad is the polite version of the word I
hoped to use.) When you, as the hiring manager, are in a hiring mode, you have many
sets of eyes on you and those eyes are making judgments. Taking three years to hire
an employee makes you look bad. You are a manager and running a business. Act like the
leader we pay you to be. Do your due diligence, make a decision, and fill the
position. Bam, done!
Need more info? No problem! It is perfectly OK for a hiring manager not to be able to
make a decision because they do not have enough information. I applaud the desire to
acquire more information as required. Dont fully understand the candidates comp or
responsibilities? Confusion on titles or number of direct reports? No problem hiring
manager! Just tell me, what information do you need to make this decision? Let me know
and I will get it for you. (Ask the question just like that!)
Can you see how this works?
Can you see that you are clearly pressuring the hiring manager to move more rapidly?
Can you see that someone might even get mildly annoyed with you? I can, but in
reality, it does not matter. What are they going to do fire you because you pressured
hiring managers to hire good candidates? Possibly, but the chance they will fire you
because you cant get the hires done is far greater.