Job seekers entrust recruiters to guide them through the search for their next opportunity, so it’s up to those in the recruitment industry to help them feel like more than a skill set checklist with an expensive price tag. Therefore, the vetting process should always be focused on making a strong human connection. After all, making long-lasting connections is how recruiters help reshape the workforce.
It takes the right amount of strokes to create a masterpiece, and the same goes for the art of matchmaking. Knowing what to look for, the right questions to ask, and what to avoid takes a lot of prep and planning, but the real skill is in the way recruiters approach candidates on the most coveted level: human.
If only the vetting process were so easy. But the truth of the matter is that there is no “one color fits all” when it comes to screening candidates. Knowing if someone will make a good fit on your clients’ team or in their culture takes more than skimming a resume. The only way to paint an accurate picture of what a candidate has to offer is by having a genuine conversation about their work history, professional accomplishments, and what they’re looking for.
On the other hand, though not every client wants the same type of candidates presented to them, there are some general factors or qualities that hiring managers may prefer to avoid. This can include instability with previous employment, inability to take direction or guidance, or even something as simple as poor workplace relationships.
Save candidates, clients, and your time by understanding what both parties need in order for your matches to last. Having a handy set of questions can assist in revealing this valuable information.
Draw a line between what makes a candidate stand out positively and negatively. Though this takes a lot of practice, as mentioned earlier, it gets easier the better you listen to what the needs are of the people you’re working with. Here’s a pro tip: it also gets easier with the more people you talk to and learn from.
But vetting and qualifying aren’t just to learn more about candidates. It’s also an excellent opportunity for you to market yourself as well so that job seekers who work with you can refer their friends or co-workers to you or recommend your company down the line.
Consider this give-and-take approach when qualifying your next candidate. If they’re taking the time to tell you about themselves and their work, you can do more than simply ask questions. For instance, what makes you relatable? Is there anything you have in common with them or do they remind you of anyone you know in a similar situation?
In order to boost your game in this recruitment biz, you gotta take all your shots and find the right balance between building relationships and nurturing your network’s growth.
Mastering recruitment takes time and requires dedication to the craft. This comes with the constant reminder that this is a people business, so recruiters must challenge themselves to see candidates as more than commission. You’re not just trying to pull out and plug in candidates whenever and wherever. With the right approach, you can grow people and companies.
Because thoroughly screening candidates can take a long time, don’t be afraid of coming across a few outstanding finds that don’t necessarily fit the position you’re recruiting for. Take advantage of your vetting process and prep these rockstar job seekers for companies who didn’t know such talent was available.
Just so that we don’t leave you with a blank canvas on how to go about stylizing your vetting process, we had a chat with gpac coach Darrin TeBeest to vet his vetting skills. Here’s how it went down:
Q: What are 3 MAJOR red flags you’ve encountered when qualifying a candidate?
A: When there are unrealistic expectations, the urgency isn’t there, and they are too vague or they don’t know what they’re looking for.
Q: What gets your clients most excited about a candidate?
A: What sets a candidate apart is their accomplishments. Do they save/make their company money, what are the sizes of projects, and do they have a history of stability and longevity with prior companies.
Q: What is a question you’d ask to gauge whether or not a candidate has the right motivations for making a change?
A: “On a scale of 1 to 10, where “1” you’re completely happy and “10” you’re out the door for the right opportunity, where do you see yourself?” Follow up with “What’s keeping you from being either a 1 or a 10?”
Q: What’s the shortest time it’s taken to give a candidate the “green light” of being qualified?
A: Immediately. If we know our job orders like we should, what’s important to them, their hot buttons, if it fits money-wise and skill-wise, I can vet them immediately.
Well, it’s time to paint the town with this insight on qualifying candidates. Nothing left to do but make that Mona Lisa Smile!
For more insight from Darrin connect with him here on Linkedin, or for more on the recruitment process, visit our gpac homepage.
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