The prior post in this series, Applied Recruiting Project Management, covered why recruiting projects “go wrong”. When projects “go wrong”, you (as a recruiter) goes into recovery or course-correction mode. However, the price of lost time, energy – perhaps even a candidate or two has already been exacted. Here is how to proactively address those dangers:

Invest time up front – Most recruiters and hiring managers will say, “I don’t have time for this, I need to be recruiting!” My response is that if the need to hire is so important; take the time to do it correctly, thoroughly, up front.  The less up front time investment is made, the longer the recruiting project and delay in hiring. If necessary, formalize this “prep time”, build it into your recruiting timeline. Not sure where to start? Try this.

Set expectations – Usually, recruiters are eager to please the hiring manager and fail to articulate who does what and when (define roles). This makes success a moving target and sets up both sides for frustration. Add to that the invisible timer counting down to possible failure and disappointment. To partner with a client, know what they want. Here is some insight.

Document – Some call them service level agreements (SLAs), at my company we call them “project briefs”. Either way there is more information you need to capture than a typical ATS offers. Documentation helps organize your search and can be a tool in negotiating resources or changes downstream. Of course this requires proper introduction to your clients so that they understand the value (which starts with you being clear on the value first). Some resources to check out:

• Email me (see right nav) for a copy of the project brief we use.  We cover: interview team composition, locations to source talent, marketing verbiage for public consumption, and expectations for (speed) responsiveness.
• Lou Adler
• David Szarzy

Address the Triple Threat – In basketball this is the position that your opponent must be prepared to address. With respect to your recruiting project, it is something you need to be prepared to address with your hiring manager. In this case, the Triple Threat is time, budget and scope:

• Time – When does your client need to have this position filled? Yes, an actual date that has a consequence tied to it (i.e. slip in product delivery, sales numbers not reached etc.). Is this data realistic in light of vacations, product launches or attending a conference by your client or interview team members? Does this date account for all the major phases in selecting a candidate and their transitioning from their current job to the new one? Do you have enough time to source candidates? Have there been prior searches for this skill set or the hiring manager before that support this date?
• Budget – How much money is set aside for this role? Do you have any historical data on costs? Beyond the base pay, have you nailed down the variable pieces: stock, sign-on, MBO-based, anniversary, or spot bonuses? What about relocation and/or immigration needs? Then there is the recruiting activities themselves to factor in: purchasing research, attending events, posting and publishing materials and advertising. What will it take to find the type of talent you seek in this current market?
• Scope – From a target perspective, most good hiring managers write a description that is a bull’s eye. There are likely problems with this: 1) It unduly misses other talent that could be acceptable and 2) Listed skills or experience may not be prioritized (important versus critical). Discuss the “range of tolerance” for the recruiting project – i.e. 5 years of ABAP experience required or will 4 years do if the person is “smart”?
• In discussing the Triple Threat, the salient point is that you and the hiring manager can control two out of the three items, but never three out of three. Which two will it be? Don’t start the recruiting project until you have agreement.

Agree to a Plan “B” – You have a recruiting plan, but do you have a contingency plan?  I’ll explore this topic in a future full post.

As a recruiter, your peers in other disciplines use these principles and tactics. When employing project management skills in your recruiting projects, said peers will relate better to what you and be impressed with the results. Happy project managing! 8~)

Photo by Cappelmeister