Building A Recruiting Engine With EQ

Why build a recruiting engine? The answer is fairly simple… to keep the pipeline full and to have the ability to strike when an opportunity to secure elite talent presents itself. So often companies wait until the need arises before they take action, and painfully miss out on opportunities that have simply passed them by. The fact is, if someone special comes along – you find an opening for them. An engine is designed specifically for this purpose.

This article will more or less represent the cliffs notes version of what would otherwise be a 25,000 word written dissertation that no one would have the time to read. My goal is to break this piece down and write more extensively on each point as the weeks go on in order to allow the information to easily be consumed. Think of today’s piece along the lines of a primer for the questions you need to ask/answer yourself honestly if you truly seek to build a world class recruiting engine. Whether your role is an Executive, Hiring Leader or Talent Leader.

I also want to note that this is not so much a “how to” as it is a what needs to be in place in order for the engine to fire on all cylinders. I will delve into more executable details as the weeks go on. For now, let’s identify the elements and the tools required to build a high-performing recruitment engine for your company.

Does your company facilitate true open and constructive communication?

How does this apply? Because to be quite honest it’s usually part of the sell, and sooner or later a candidate will discover whether what they were told in an interview actually exists. It caters to the need for an individual’s desire to be heard, for their ideas and contributions to matter, and it lies upon leadership to ensure that it is woven into the fabric of the company’s culture. How do you know if it exists? Take a step back and look at your teams. If the voice inside your head however is telling you that it doesn’t, failing to address it will silently show itself in the form of attrition.

Do your leaders evangelize/propagate ideas?

From your cultural environment, ideas should be able to take shape, ideas that are molded by the company’s “why,” it’s direction and its vision. Leading the way are those who can harness it and carry it across an organization with a collective acceptance of their peers, each aligned with the potential it brings. It’s about a mutual visual investment in purpose, support by way of action and intent, and it is a highly desirable corporate trait sought by those who are there to do more than simply punch a clock.

Accountability within your organization and teams.

Is accountability a form of high EQ? The answer is yes. It takes into consideration all parties involved, and in its own right, should be highly regarded as an invaluable trait. It ingratiates both respect and trust; and plays its hand in solidifying a team. Attention should be given to facilitating the need for greater accountability throughout the organization, casting a positive light on those who do.

An intolerant culture.

A constructive culture extends an acceptance for open dialog, opinions and ideas but an intolerance for unconstructive voices and actions. Regardless of title or performance, it is essential that policy be directed and enforced from the top down. When rules and guidelines don’t apply to some, then they simply don’t apply to anyone, resulting in a feeling of unsettling discontent across the organization that can become toxic. Quite often big egos “in the room” are a significant contributing factor that tend to either intimidate or frustrate those with something valuable to say, leaving them to withhold their contribution, fall in line, nod their head and become yes-men and women. It’s important to ask yourself if this positively contributes to the inclusive environment that you seek to cultivate. Is it somehow rewarded? Is anything being done to deter it? And in hindsight, did the egos in the room display that disposition during your recruiting process when the decision was made to select them as the ideal candidate for the job? If not, thought should be given to modifying the interview process in order to draw this out so that the issue doesn’t become compounded.

Hiring talent with respect to existing talent.

This is a fine line. In many cases, existing employees may feel that they would have or, should have been considered for a position. Bringing in a candidate from the outside without first laying the groundwork for acceptance and being sensitive to their position, can cause frustration and disruption within existing frameworks and has the potential to appear as if you are unwilling to invest in your team.

Getting what you NEED to know down on paper.

What are the micro and macro needs of a position? The impact to the individual, the team, the organization? The devil is truly in the details, and it lies not only in the breath of the conversation that you need to have with your hiring leader to uncover what is truly important, but in the exploratory and intrusive questions that must be asked. If your questions exist on a sheet of paper that you used the last time that you went through the exercise – throw it away. You’re missing the point.

In what ways does HR support these efforts?

Within a corporate environment, responsibilities dictate focus often leading to tunnel vision or a singular view. The points that we are discussing here are usually dealt with independently and are viewed as an island unto themselves – which is a mistake. They should be discussed as a whole in order to form a well-rounded solution and/or approach. In essence… it’s like treating the symptoms without addressing the cause. This is truly where HR’s high EQ will come in handy.

Where does it start?

The obvious answer of course is at the top. Purpose and vision should be handed down from on-high to ensure that everyone is on the same page regarding what is truly important, aside from broader objectives like profitability and market share. The question is – is it?

What is the candidate experience like?

It’s important to keep in mind that evaluation is a two-way street. Starting with the initial engagement with your internal team, how you articulate your vision and values while keeping in mind that your words will be viewed as a reflection of leadership. Do you believe that the responsibility lies with the candidate to explain why they would be of value to the company or, is it the other way around? Are the interviewing styles of everyone on the team the same, will the candidate hear a consistent message? Is the hiring leader fundamentally sound in communicating their vision for success and the value of joining their team? There is simply so much to be considered, and the list goes on.

Trusting your team.

You’re dynamic, driven and results oriented, burdened with the responsibility of last-quarter profitability and cutting costs to increase shareholder value. Alongside is a team comprised of great potential but have demonstrated limited success in producing results. Where do you draw the line?

Is your interviewing style doing more harm than good?

There is an objective in mind, and that is to learn. Learn what the person in front of you is about, WHO are they? It is important to keep in mind that this is a conversation and not an exercise. Far too often companies use a standardized questioning format to uncover whether someone can be trained in their way versus bringing in true diverse thinking. In other words - those who think for themselves. Candidates can see this from a mile away, and when they do – you’ve lost them.

How would you rate your organization in these areas?

First of all, there are no perfect answers, simply greater self-awareness of the impact each play in ensuring you not only attract the best talent but retain these leaders as well. And the strength of your ability to retain the talent that you have so vigorously pursued, believe it or not, lies in your ability to deliver on most, if not all of these key points. There are companies out there with high EQ doing this well, and the difference it makes to the big picture in the end is clearly evident.

It’s easy to become indifferent due to the demanding and hectic environments that we operate in, unfortunately, this is where EQ is being lost. In this microwave society we tend to leverage shortcuts, resign ourselves to automated processes ( AI ) and convince ourselves that it’s all done in the name of efficiency! What’s lost, though we are hesitant to admit it, is the human element that truly matters, the finger on the pulse, the ability to connect and the personal investment. The problem with having an automatic and not a manual recruiting engine, however, is when the need arises to shift gears in order to adapt to an ever-changing market. For most of us, it’s a daily occurrence.

Ultimately, each of the points above play a role in the success or failure of your recruitment efforts either short or long-term. There’s no hiding from them. They are designed for self-reflection in search of answers that you may be unwilling to admit, however they contribute non the less.

The executable actions that you undertake can easily be undermined by existing conditions, styles, limitations and an ability or unwillingness to adapt. Recruiting is fluid, and like an engine there are a lot of moving parts, each serving its own purpose. When united they hum and offer a smooth ride; but remove one spark plug – and your sitting still.

Can EQ truly exist in today’s business environment? The answer is yes, but it can be a rough road if you try and go it alone. For almost 30 years Redmond has stood at the intersection of high IQ and high EQ, solving problems with strategic execution and an empathetic perspective that caters to the needs of all parties involved. We analyze the issues at hand, determine what’s necessary and leverage whatever it takes to get everyone to take action and get on the same page, capitalizing on our ability to see all of the moving parts in unison.

As a mechanic in the recruitment space going on 30 years now, I’ve witnessed company after company ignore that pinging sound from under the hood. A word of advice – you shouldn’t. Allow Redmond to help you on EQ side of the equation. As many have shared over the years, this IS our value proposition, our wheelhouse, our demonstrated area of expertise. Contact me today at the information below and let us show you firsthand what a well-oiled machine looks like.

About Steve Diedrick...

Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.

Email me at: [email protected] or Text me at: 947.222.9200 and let's discuss how Redmond can help you.

? Redmond Research, Inc. 2019