People often wonder why they never hear back from companies after they hit ‘send’ on the email with a CV attached or on the on-line job application. Lets have a look at some great job hunting tips that will transform your success rate!

If you are curious and want to learn what really happens behind the scenes in large corporations when you apply to their jobs, then read this blog on job hunting tips for pricing management roles:

A blue chip company launches a search for an open pricing manager position.

 

An internal recruiter, we’ll call John (aka: a corporate recruiter that works inside the employer’s organisation and who usually gets paid a salary from an employer for filling open jobs in the company) has been notified that this is a key role enhancing the current pricing function.

This is 1 of 25 jobs John is managing this month; and pricing and revenue management is not a functional area he is familiar with.

After reading the job description from the line manager, John’s assumption about pricing is that it is like accountancy or management reporting. He starts the screening process with that view in mind.

He posts the job description on the company website and job boards. LinkedIn, and maybe SEEK, as it the typical process.

It was very long and had a fair bit of business jargon in it so, before he posted the job, he edited the job description, cut it down and tried to make it sound more human and welcoming.

After a couple of weeks, the applications start rolling in and he has 100 people apply for the role.

John then does a quick database search using the company’s applicant tracking system to bring up some past applications.

He’s pretty chuffed he’s got 150 profiles to choose from; ‘There must be someone good in this list, right?’

Now,  comes the more difficult part: choosing the best CVs to send on to the hiring managers.

John  can’t send across 150 profiles to the hiring managers. Most hiring managers only really want to see 4 or 5 good CVs.

And, he’s also got a reputation to think about – he doesn’t want to be known as the recruiter who sends the business bad CVs.

So, he begins his own screening and filtering process.

First, he ranks the CVs using the internal recruitment software.

Out of the 150 CVs identified in the search so far, the applicant tracking system identifies and ranks the top 50 candidates based on a basic key word search.

The system has eliminated 100 candidates straight off his list – 66% of the total applications and CVs.

John hopes the system is right.

Now, he’s down to 50 CV profiles. 50% of these are older applications, 50% are from the online job ads.

At this point, he thinks he should call and pitch the role to all 25 past applicants.

However, he doesn’t really want to…

John remembers from experience that past applicants are not as keen as active job seekers. They take much more persuading (i.e. there job hunting is not so active) and like detail on the role, team, company and culture, let alone the salary and perks.

John is also a bit nervous about the prospect of calling people…

He is  unfamiliar with the role, mission and detail.

Out of the 25 candidates on his list to call, John knows only 2 people will  show  any interest in the role he’s describing – he typically converts 10% (a rough industry benchmark), but thinks it might be less for this role.

If we assume John  has called and properly screened all ‘passive’ candidates (someone who is being considered for a position but is not actively searching for a job), he has another 25 ‘active’ applications to call and qualify (someone who is actively looking for a role and who submits an application to human resources departments).

He hasn’t got time to do this, so he asks some experienced colleagues what they think. They skim over the CVs quickly and pick out their top candidates.

He may call a few more applicants on the list and removes some more people – generally people with poor communication skills.

At the end of the screening process, he’ll look through his shortlist of CVs one last time and compare it to the job description.

He’ll keep CVs that he thinks are the best fit for the role and remove the rest.

He’ll think he’s done a pretty good job considering…

His list of 150 is now down to 8 CVs.

He’ll  send across his list to the hiring manager and turn his  attention to the other 24 jobs he’s got to fill this month.

 

Job Hunting Tips: Why are you not getting call backs from companies?

 

In short because many businesses use:

  1. A passive recruitment system built on the false belief that talented people will do anything to work for them when in reality they are not that fussed
  2. Admin intensive, red-tapped recruitment that essentially automates broken recruitment processes
  3. Stringent job ads that drive talent away
  4. Ad hoc and subjective screening and vetting protocols susceptible to human error and bias
  5. Recruiters with limited functional expertise or insight into business culture or strategy

 

Why is this happening?

After working in large corporations for over 13 years, I see most CEOS and executives don’t see it as their role to fix what only can be described as a dysfunctional-recruitment soap opera.

 

Recruitment is broken and keeps the smartest and most capable people away. Recruitment is soulless and dehumanising: It makes recruiters into robots, candidates into cattle, and shuts down the opportunity to understand high performance.

 

Regardless of investment in technology, recruitment is still a transactional meat market; trading CVs, LinkedIn profiles and references for people and cash.

 

Neither the business nor candidates have many opportunities to get to know each other properly – and the few interactions they do have lack significance.

 

Candidates go through the process without any real explanation of the role and business. Businesses go through the process without really getting to know the candidates.

 

Then, of course there’s the people who occupy this space: Recruitment is still an industry largely defined by spiv recruiters and unskilled workers.

 

Many agency staff have no background in HR, psychology, or business.  Very few recruiters are domain and industry specialists.

Job-hunting-tips-pricing-revenue-management

 

 

Agency recruiters are focused on their monthly commission, not finding the right person for the role.

 

Internal recruiters are incentivised on completing the paperwork required to fill roles.

 

We need to change all of this.

What is the problem with standard recruitment?

We can only deluded ourselves for so long: Conventional recruitment is broken and flawed and no amount of job hunting tips – no matter how good will fix it.

 

Recruitment is exacerbating skills shortages and wide spread disengagement, which is costing the Australian tax payer $54B in loss productivity.

 

Bad hires destroy team morale and create dysfunctional teams. The number 1 reason people leave businesses is because of their line manager.

 

No one wants to work for a boss they dislike or even hate. Incompetent managers make bad mistakes, which impact the team and lead to revenue loss, angry customers and ongoing performance issues.

 

Hiring to a distinct type often leads to a culture of drones and a tendency toward nonconformity.

 

Hiring without clear hiring criteria essentially means you are hiring blind and do not know what you are looking for.

 

Conclusion on job hunting tips

If you are a CEO, leader or innovator concerned about talent shortages and hiring yes men and women, then you should be very concerned about recruitment and job hunting tips

 

Not understanding your culture and why certain people thrive in the business before you recruit, will stop you from hiring the people that can help you transform and grow the business.

 

The talent that you want is out there, it’s just your standard recruitment regime is driving talent away and maintaining old habits you want to change (leading people to need job hunting tips).

 

Now’s the time to re-think recruitment strategy and implementation.

 

And, let’s no leap into investing in AI to manage talent either.

 

There’s no point automating bad recruitment process and practice. There’s no point getting AI to replicate a bad recruitment model.

 

Businesses, like yours, are at high risk of losing talent to competitors through slow and ineffective recruitment processes. But worse of all, executives are still blaming recruiters and their tools rather than themselves.

 

Now’s the time to position recruitment as a catalyst for the change you want to see – and ensure great candidates are not seeking job hunting tips when they are rejected.

 

That is, if  your organisation is up to it? See our blog on how LinkedIn can be used for talent recruitment.