The interview process for many recruiters can take several months just to get to a point where an offer letter might get extended to a candidate.
Between phone screenings, video interviews, in person interviews, group interviews, and so on, it can easily take several weeks to complete. It is incredibly costly already, but let’s say they get to meet the CEO or hiring manager that makes the ultimate decision and that person decides to veto the candidate for whatever reason he or she decides. Never mind the time, resources and money wasted (even though it’s a lot in most cases), what about the time your employees spend out of the office, losing productivity?
Unfortunately, this is incredibly common and shows a disconnect in communication and overall goals. It starts from the top!
Ellie Filler, a senior client partner in the Swiss office of the executive recruiting firm Korn Ferry, worked with Dave Ulrich, a University of Michigan professor and a leading consultant on organization and talent issues conducted research on how a Chief Human Resources Officer compares to other C- Level executives like the COO, CFO, CIO, CMO. They found that the executive whose traits and abilities matched that of the CEO’s the best was the CHRO.
The CEO and CHRO matched the most closely when it came to leadership styles, thinking styles, emotional competency and more. Their duties may not be the same, but the way they go about solving problems and dealing with situations are very similar. More than the other C-Suite, CHRO's are most suited to succeed a CEO. A CHRO oversees all aspects of human resource management and industrial relations policies, practices, and operations for an organization, but they are not involved in the hiring and recruiting. That is passed down to others in the department like the VPs or department managers. CHROs need to remember that people come before strategy as the people are the backbone of their organization.
Here are our top 3 reasons why this needs to be the top priority on every CHROs agenda:
1. Bird's Eye View
Evaluating your candidates allows recruiters, mentors and the executive team to see everything all at once, making it easier for everyone to be on the same page about who is being considered, how they are being evaluated, and who ultimately gets hired because all parties can see the progress that is being made by the candidates during the process. Most of the time people cannot succeed unless they have a greater understanding of the bigger picture. The C-Suite is responsible for keeping the "bigger picture" in mind all the time and with every decision that they make. Hiring people is no exception. In fact; since no organization can succeed without its people, hiring is among THE most important decisions a company can make. Getting the right people involved only makes sense!
2. Obtain Qualified Candidates
The leadership styles of a CHRO and a CEO are very similar. More similar in fact than any other C -Suite. Having a background in recruiting and hiring helps any leader to make the right decisions about their organization. Getting it right the first time around with candidates is of the utmost importance for any organization. That doesn't always happen, of course! Qualified candidates is a buzz word that seems like an impossible oxymoron at times. CHROs and recruiters may have a decent amount of years, experience, and positions between them, but they are both share a mission of building a cohesive team of people that are qualified to do their jobs. You can get involved in the process by evaluating the successes and failures of each candidate as it pertains to the job description and their duties in real time. Having that communication will help keep everyone's goals in line.
3. Reduce Turnover Rate
No one wants to hire someone and then see them not work out! That's right folks, turnover rates - the metric that has been haunting the HR department for years. What to do? What to do? There is countless information on how to reduce turnover rates from sending more thank you emails to getting employees more engaged in their job. But, keeping the right people on board (while important) shouldn't be the culprit of those high percentages you know I am talking about. If there were more of an emphasis on getting the right people in the door, to begin with, there wouldn't be as much high turnover in many instances. This can be improved by getting the C-Suite involved with evaluating the right candidates and communicating the needs of their departments with the department heads. This way the team will make certain the right people are coming, to begin with. Cultural fit is a huge repellant of turnover rates and finding someone that fits in well is no easy task.
Performance-based hiring can help with strengthening an organization and for the long run. CHROs and VPs of Talents can always be on the same page by having access and being involved in the evaluation of candidates. It’s currently very difficult to accomplish with what is available today. CEO’s are too busy to deal with recruiting, so they pass the torch to their hiring managers, and they then assign phone screenings to their recruiters. So, the chain is really just being broken, since the pains that are being experienced are not being understood by everyone.
To get started on evaluating your candidates and getting on the same page with your recruiting team, sign up for a demo!
If you have any insight to share about why YOU think CHROs should get involved, leave your comments below, we'd love to hear 'em!