A common lament from job seekers is that they have no idea from a posted job description whether or not they are qualified for the position. Of course, a certain amount of this stems from wishful thinking that their dream job is within reach. It also seems to be human nature that an inflated sense of self drives people to believe that others should see in them the potential for greatness. Even though everyone assumes that there is something like a normal distribution or bell shaped curve that defines capabilities, nobody ever thinks of themselves as just “normal.†Companies that fail to clearly identify the details of the job, the culture, and set expectations for viable candidates are open to random applications submitted out of unjustifiable hope, inflated ego, or just plain ignorance. Recruiting professionals and the hiring managers are responsible for setting these external expectations to guide potential candidates through the maze of questions.
- Recruiters – Unless you have a background in the specific discipline that is being recruited, pay close attention to the company needs. The hiring manager is the expert in the technical details, day-to-day operations, and the interpersonal relations in the group. Occasionally these needs may not be totally aligned with overall company goals, but it is not permissible to ignore either objective in sourcing and selecting talent for interview. There are only two diplomatic means that can be used to unify this disconnect: educate or escalate.  Acting as a catalyst to incorporate the hiring department’s goals with company culture, point out any glaring differences and make suggestions to resolve these differences before candidates get caught between the rock of indifference and the hard reality of not being considered. If there is not an agreeable management posture on filling a position, appeal to higher authority to carve out a compromise before the recruiting campaign begins. Insure that applicants have an expectation of what they will do if employed and a road map of how to get there.
- Hiring Managers – You may have the detailed expertise to qualify talent for a key role in your group, but unless you have recent experience with the recruiting of talent in the wild pay close attention to the professional that does. Anecdotal stories of job seeker needs or hearsay evidence of the condition of the job market are possibly out of touch with reality. Having an unrealistic expectation of the available talent pool and their needs will make it virtually impossible to select a viable candidate. Yes, there is a buyer’s market for talent overall due to the soft economy, but there are two factors that will creep up and masticate your posterior: making demands that are unreasonable for the job and not understanding the expectations of those looking at your opening. They must absolutely still prove that they bring solutions to your problems, but it is also important to know how you can help their career. It is this mutuality of expectations that guarantees you both will arrive at the same place.
The most overlooked aspect of a successful placement of talent in a new role is the potential offered by the new hire. We do not want someone simply qualified in the way it is today, but the way it will be tomorrow. Having a working knowledge of the latest 5.7 version of a software package is not the essential measure of a good hire, but the ability to deliver on version 5.8 that hasn’t been invented yet. If you cannot have an expectation for growth with any candidate, don’t hire them.
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