Today, outsourcing of recruitment and selection services has emerged as a seemingly ideal strategy for many companies looking for talent.
Outsourcing, known for its ability to provide efficiency and specialized expertise, has sometimes been idealized as a panacea for the challenges inherent in the recruitment process. However, behind this idyllic vision, a more nuanced and complex reality is revealed.
In this context, it is critical to explore the expectations versus actual experiences of companies in outsourcing their recruitment and selection services. From posting offers to onboarding new team members, we will examine how companies navigate through the complexities of outsourcing in the search for the right talent.
Expectations
- Contact a consulting firm to manage the process.
- Publish the offer.
- Receive hundreds of applications from highly qualified and enthusiastic candidates who meet all technical and aptitude requirements.
- Conduct one-way interviews where candidates do not ask questions about the company, its culture and values, conditions, development possibilities, etc.
- Select the 4 or 5 profiles with the best fit and share them with the hiring company.
- Make the offer to the suitable candidate and instantly obtain a positive response.
Reality
- Publish the offer in an attractive way, taking into account every detail.
- Not receiving as many applications as expected, and discovering that not all applications meet the requirements.
- Launch direct searches and contact alternative means of recruitment.
- Dealing with lack of response and rejections from potential candidates.
- Initiate first contacts by revealing that some people have not read or fully understand the offer. Others seek a conversation with the recruiter "just in case it was negotiable" without genuine interest.
- A small percentage agree in advance, but upon further evaluation, not all comply or lose interest.
- As we delve deeper into technical skills and corporate culture, some initially promising candidates turn out to be unsuitable.
- Identify and assess 3 or 4 profiles that seem suitable for the position and share them with the company to start the next round of evaluation.
- Present the offer to the selected person.
- That person rejects the offer, so it is necessary to consider the second option.
- The second option also presents complications; for example, you receive a counteroffer from your current company.
- Pitch the offer to the third available person, who has a high degree of interest in joining the project.
- Undertake the negotiation and formalization of the contract while the consulting firm follows up on the entire process.
This example reveals the intrinsic complexity of recruitment, where initial expectations may not fully align with reality. It is imperative that the company outsourcing these services understands the importance of providing agility in terms of timing and feedback, as speed in making decisions and providing constructive feedback enhances the candidate experience and speeds up the selection process.
It is also necessary to provide detailed job descriptions, which means going beyond functions and requirements, including as much non-confidential information as we can communicate.
This gives candidates a more complete understanding of what is expected of them and helps them to properly manage their expectations of their new role.
It is helpful to inform about the context of the department by providing background information, communicating the current situation and the objectives of the position to help candidates make informed decisions about their suitability for the position.
Recognizing the realities of the recruitment process and addressing the challenges with transparency and professionalism will significantly improve the experience for both candidates and recruiters.
Adaptability and a thorough understanding of each stage are essential to achieve an effective and satisfactory selection process for all parties involved.
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