Recruiters can affect the likelihood of a placement staying in a position beyond the guarantee period by focusing on five drivers of employee attachment, an RCSA breakfast heard yesterday.
HCM Global managing director, Anthony Sork, told delegates that while strong data is hard to obtain, a “ballpark estimate” is that about 15 per cent of placed candidates don’t last with their new employer through the guarantee period, and that means 15 per cent of fees are lost either through refunds or having to replace the person.
Studies show that those with high levels of “attachment” to their employer have a lower risk of attrition, Sork says, and they also have higher levels of performance, so it’s in the interests of both recruiters and employers to raise these levels.
Focus on five drivers
There are 20 factors that drive an employee’s level of attachment to an organisation, Sork says, but five of these are specific areas where recruiters can have a big impact.
The first is the accuracy of job representation, which is defined by the variance between the representation of the job to a candidate and their first-hand experience of it.
Sork says recruiters can impact this driver by:
- reviewing the position description in detail with the hiring manager;
- understanding the day-to-day activities and expectations of the job;
- interviewing or meeting with the previous position holder;
- giving a realistic, full picture of the role, not just the “glamorous” parts; and
- checking back with the candidate after the interview to ensure the client’s representation of the job matches yours.
The second driver that recruiters can affect is the recruitment and selection process. What affects attachment here is the level of efficiency and professionalism associated with the process, influenced predominantly by the key parties including third party recruiters, interviewers, hiring managers and senior leaders.
Sork says recruiters can increase attachment during this period by:
- clearly defining the hiring process with the hiring manager;
- stressing to the hiring manager the importance of efficiency, as the best candidates go quickly;
- assessing the expertise of all interviewers and providing coaching if necessary. If they aren’t competent, volunteer to be present, or suggest that an experienced interviewer from within the organisation sit in; and
- ensuring open and regular communication during the entire recruitment process.
Sork says that focusing on these five areas can have a positive impact on the candidate’s level of engagement, their job performance, and your reputation as a recruiter.
Doing so will position you as a partner in their growth and success, rather than just a headcount sourcer, he says.
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