Mr. Feeney

Human Resources, Recruitment & Training

Are You Finding the Best People? They are usually employed - and seldom looking

By Paul Feeney, Managing Director, Sanford Rose Associates - Wayne

The Wall Street Journal recently confirmed what many long have suspected - namely, that "Online job boards have lost their cachet." (July 12, 2005) Why?

According to the Journal, they are yielding "landslides of r'esum'es" that mostly come from unqualified candidates.

"The trick - something that executive-search firms and headhunters have known for decades - is that the perfect candidate is usually working happily at a desk somewhere."

The Journal is exactly right.

There are two types of job candidates, in the parlance of professional recruiters. The first is the so-called "active" candidate, who is either seeking new employment or at least wanting to test the waters. Active candidates may or may not be employed. The "passive" candidate, by contrast, is certainly employed and too engaged in his or her work to be actively looking.

While there is nothing wrong with the active candidate (and we would disagree completely with those recruiters who regard them as "damaged goods"), it is a poor recruitment strategy to limit one's search to the active candidate pool. And that, unfortunately, is the great limitation of job boards and corporate websites, whose portals are open 24/7. They are directed primarily at those individuals who need or want to find a new job. Moreover, those in need of new employment tend to be less discriminating in responding to opportunities, meaning that there will be many responses from those who are under or over-qualified. To make matters worse, the more popular your company is as a place to work, the more useless r'esum'es it is likely to receive.

Applicant-tracking systems and HRIS software were supposed to help out by providing various filters to help separate the wheat from the chaff - but they cannot increase the supply of wheat.

Statistically, only five percent of the American workforce is unemployed. (That figure is higher or lower elsewhere.) Let's be generous and assume that an additional thirty percent is unhappy enough to really want a new job - due to oppressive work conditions, tyrannical bosses, missed promotions or whatnot. Accordingly, recruiting strategies aimed at such individuals will miss more than half of all potential candidates.

Seeking all 'A' players...

It's a fact of life that employers with an ounce of common sense go to extraordinary lengths to keep their 'A' players - those superstars who constitute the top ten or twenty percent of their workforces. The future of the company or institution rests on their shoulders, and retention strategies are designed with them in mind. Unless the victim of a power struggle or other unfortunate circumstance, they stand as the most happy of the happily employed - enjoying the greatest wealth, perks, position titles and responsibilities at their particular level within the corporation. They are precisely the people that rival employers should be attempting to hire.

Application-driven hiring systems not only fail to attract such superstars - but would be hard-pressed to evaluate them if they did. Gifted managers and exceptional individual contributors possess unique personal attributes (or "soft skills") that cannot be identified by key words on r'esum'es or evaluated by aptitude tests and standardized personality assessments. They may, for example, have an uncommon ability to motivate employees to contribute 110 percent, or they may possess the kind of creative thought process that sees solutions others can't. How does one glean that information from a r'esum'e?

Prospecting for human capital requires a human touch

The mechanization of mecruiting sounds great in theory but makes little sense in practice - unless one is filling the type of job that is skill-intensive and little influenced by the people skills or creativity of the incumbent. (Computer programmers, dental hygienists, welders and fork-lift operators come to mind.)

When push comes to shove, human beings outperform computers in finding other human beings. The experienced search consultant is much like his or her relative, the police detective - piecing together clues, talking to one's informants (or "bird dogs," in recruiter jargon), asking the right questions and looking beyond the usual suspects until the right individual is found. It's part pounding the pavement and part intuition; sometimes the solution comes quickly, but most often it's the result of long and careful digging.

Good recruiters also know that candidate identification is only the start of the recruitment process. Candidates must be vetted, to make sure that their educational background, work history and personal accomplishments are indeed as described. They must be evaluated, in terms not only of their ability to do the job but also in terms of their cultural fit, their likely ramp-up time and probability of on-the-job success, their relative attractiveness compared to other potential candidates, their salary expectations and so on. They must be sold on the long-range career advancement and personal rewards offered by the new job opportunity. And last but far from least, with all obstacles carefully overcome, they must be carefully encouraged to accept an offer.

Moreover, with companies as picky as they are these days, the search consultant must perform that miracle with not just one star contender for the job - but generally with three or four.

Constancy and consistency in the midst of change

Networking and cultivation always have been critical to the successful practice of executive search at any level, as have been the techniques for evaluating and closing candidates once found. What has changed since the early 1990s is the emergence of computer technology and the Internet, both of which have provided a new array of tools and techniques for practicing the constants of search. Online databases may have replaced the little black book, but someone still needs to make the telephone calls and woo the candidate. Online friend's networks may have enhanced the ability to communicate quickly with many individuals, but someone still needs to sift through the results and evaluate the data.

When all is said and done, the fundamentals of search have changed remarkably little over the years. It's "human intel" that still makes the difference.

Paul Feeney is the Managing Director of Sanford Rose Associates - Wayne, it is a full-service executive search organization conducting retained and contingency searches worldwide. It devotes its practice to all areas of finance, accounting, general management, operations, technology, management consulting and project management for national and international searches. Mr. Feeney accumulated over 25 years of executive search management and corporate recruiting experience while working in New York, London and Prague. Mr. Feeney resided in London and Prague for over 10 years while working as an Executive Search Manager for Hays Plc and Nicholson International, where he specialized in financial management searches.for positions based throughout Europe. Mr. Feeney can be contacted at 201-962-2122 or pfeeney@sanfordrose.com Please visit http://www.sanfordrose.com/wayne for more information. Extended Bio...

HotelExecutive.com retains the copyright to the articles published in the Hotel Business Review. Articles cannot be republished without prior written consent by HotelExecutive.com.

Receive our daily newsletter with the latest breaking news and hotel management best practices.
Hotel Business Review on Facebook
RESOURCE CENTER - SEARCH ARCHIVES
General Search:

AUGUST: Food & Beverage: Multiplicity and Diversity are Key

Larry Steinberg

The foodservice industry is one of the oldest and most important. Consumers from all demographics rely on it virtually every day for sustenance. In fact, in the U.S. alone, itís a nearly $800 billion industry thatís extremely competitive, with hundreds of new establishments popping up every year, and much of this new business is the result of increased consumer demand. Consumers want more options. For every practiced chef, there is a collective of guests eager to spend their hard-earned dollars on something exotic and different. They want to experience a bit of culture by way of their next meal, and they want to find it using the latest technology. READ MORE

Frank Sanchez

About two years ago, I started my career at the Chicago Marriott Downtown Magnificent Mile. I came from San Diego, California, the apparent capital of farmerís markets. When I moved to Chicago in late-October, the number of farmerís markets had already begun to taper off and all that was left of the hotelís rooftop garden was the sad remnants of a summer full of bounty. However, I was in for a pleasant surprise. The Chicago Marriott Downtown operates a year-round experience to create food from scratch that gives customers fresh and nutritional options. I was thrilled to join a team that can tell a customer that the very greens on their plate were grown just floors above them. READ MORE

Thomas  McKeown

To serve todayís eclectic, socially engaged and sophisticated guests, hotels and chefs need to get creative, change their thinking and push back some walls Ė sometimes literally. The fun thing about meetings hotels is that they are a different place just about every week. One week weíre hosting a bridge tournament, the next a corporate sales team, or a dentistsí conference, or sci-fi fans in costumes, or cheerleaders jumping for joy. You name the group, and our hotel has probably welcomed them. READ MORE

Elizabeth  Blau

Over the past several years, many of us have watched with excitement and interest as the fast-casual restaurant segment has continued to boom. More and more, talented chefs with fine dining pedigrees are bringing their skills, creativity, and experience to concepts built around speed, approachability, and volume. Right now, the ability to offer a gourmet experience at all price points is as compelling to restaurateurs and diners alike. READ MORE

Coming Up In The September Online Hotel Business Review




{300x250.media}
Feature Focus
Hotel Group Meetings: Blue Skies Ahead
After a decade of sacrifice and struggle, it seems that hotels and meeting planners have every reason to be optimistic about the group meeting business going forward. By every industry benchmark and measure, 2017 is shaping up to be a record year, which means more meetings in more locations for more attendees. And though no one in the industry is complaining about this rosy outlook, the strong demand is increasing competition among meeting planners across the board Ė for the most desirable locations, for the best hotels, for the most creative experiences, for the most talented chefs, and for the best technology available. Because of this robust demand, hotels are in the driverís seat and they are flexing their collective muscles. Even though over 100,000 new rooms were added last year, hotel rates are expected to rise by a minimum of 4.0%, and they are also charging fees on amenities that were often gratis in the past. In addition, hotels are offering shorter lead times on booking commitments, forcing planners to sign contracts earlier than in past years. Planners are having to work more quickly and to commit farther in advance to secure key properties. Planners are also having to meet increased attendee expectations. They no longer are content with a trade show and a few dinners; they want an experience. Planners need to find ways to create a meaningful experience to ensure that attendees walk away with an impactful memory. This kind of experiential learning can generate a deeper emotional connection, which can ultimately result in increased brand recognition, client retention, and incremental sales. The September Hotel Business Review will examine issues relevant to group business and will report on what some hotels are doing to promote this sector of their operations.