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  • Alcon Maddox

Hire Level: Your Hiring Process and the Current Market

Updated: May 16

‘It’s an employee’s market’ and ‘The Great Resignation’. It’s difficult to find an article on recruitment nowadays that doesn’t make reference to one of these, or at least something similar. But there is a good reason for this and it's simply that they’re true!


The changes that have impacted the world of work in recent years have done a number of things:


  • They’ve shown that work is what people do and not where they are;

  • They’ve emphasised that people can cope with change;

  • And, to a degree, they have given people time to stop and consider their jobs and careers.


It’s created, for the most part, workplaces that are seeing higher levels of employee churn and as a result, higher demand for talent acquisition.


With the competition for talent at an all-time high, it’s important that employers consider every factor that impacts their ability to secure the people that they need to make their business successful.


In previous articles, Alcon Maddox has tackled the reasons for and against using recruitment agencies and executive search services. We’ve also covered topics such as the hybrid workplace, employer brand, and workplace culture, etc. These are all considerations in the quest for talent, however in this article we simply want to encourage the reader to consider whether their current hiring process actually works.


In this article we simply want to encourage the reader to consider whether their current hiring process actually works.

Perhaps you have a set process that you follow, and have followed forever, and perhaps it’s always worked for you. Perhaps you’re already thinking, “actually, we’ve never really considered the design of the process, we’ve always just done it.” But regardless of your current position, review and reflection is always a useful commercial exercise to ensure that your processes are fit for now, and for the future. At its most basic we break the hiring process into two main considerations.



Consideration One: What’s the Vacancy You Are Filling?


You could answer this question superficially, i.e. “It’s a Business Development Manager”, but that’s not the question we’re asking, look deeper…


Why is this Position Vacant?

Is it a newly commissioned role? If yes, what is the ultimate goal for the successful candidate? How will they make your business better?


If it’s a role that’s been vacated by someone else, why did they leave? Was it just time for a change or was it because of something they didn’t connect with in your company? Could it have been their manager, the benefits afforded to the role, or the company culture? Did you perform an exit interview? The answer to these questions will either help you change what isn’t working or help you align your new hire with the business more effectively.


The Job Specification

Does the job spec genuinely define the role and the candidate requirements for the role within your organisation, or is it a generic/standard job spec? So often we see employers miss this fantastic opportunity to really sell the role to candidates. Further, they very often set expectations for the role in the wrong place. What are you really looking for the role to achieve? Make sure to consider local legislation and the wording of the job specifications that will ultimately form the primary content for any vacancy advertising, but really put in the time and effort to design and advertise the role.



Consideration Two: How Do We Sift and Interview Candidates to Find The One?


Speed Kills

This is true in the majority of cases, however when it comes to today’s recruitment market, this mentality needs to be turned on its head. Protracted, multi-stage processes that take the candidate through a journey of multiple tests and face-to-face interviews will only serve to provide other employers, who have shorter recruitment lead times, the opportunity to hire candidates before you.


Everything for a Purpose and a Purpose for Everything

When reviewing your hiring process, challenge everything with a question.

  • Why are we asking these interview questions? What are they helping us understand about the candidate that drives our decision making? How are they connected to the job specification, required skill profile or required value/personality profile of the candidate?

  • Why do we take the candidate through two, three, four stages with different interviewing panels at every stage? Does this help us make better hiring choices or can it be streamlined?

  • Why are we using tests (psychometric, skill based, etc.)? What information do we take from those tests that help us find the talent we need?

It can be difficult to challenge your processes in this manner, especially when you’re attached to them or have been engaging in them for years. However, when the why of each stage of the process is understood, it can help you move to more effective practices that serve you and your business far more effectively.


This is a relatively simple approach. By taking the time to focus on these two key areas of consideration, you will be better placed to take a lead position in the current War for Talent.