How to recruit without making mistakes?
17 December 2013
Read by 2779 persons
20% of recruitments end in failure. Costly casting errors, especially for small businesses. Hiring a candidate is not improvised. Here are 5 tips to make the right choice.
According to a survey conducted by Mozart Consulting last November, 17% of permanent recruitments ended in failure before the end of the trial period in 2010. This phenomenon is even more marked in the hotel and restaurant industry (26%) and services (19%).
The cost of a miss? Not only must you count the dismissal compensation, include the loss of turnover, but above all "provide for a second recruitment priced between 10% and 15% of a month's gross salary of the candidate by going through a recruitment firm", assures Thomas Nomaksteinsky, co-founder of mektoube.fr, a community dating site. And yet, "this loss of earnings does not take into account the hidden costs", observes Odile Maurice-Desbat, project manager at Aravis, the regional branch of the National Agency for the Improvement of Working Conditions (Anact) in Rhône-Alpes (1). The bill can increase further if we include, in fact, "training expenses, the integration time of the employee, the disorganization and demotivation of the employees in charge of welcoming the new recruits". In total, a global cost of between 50,000 and 100,000 euros per recruitment (5% of a company's payroll), according to Mozart Consulting. In other words, recruitment is becoming strategic. "With eight employees, we do not have a person dedicated to this profession. However, this activity takes a lot of time," continues Thomas Nomaksteinsky, "particularly sourcing. We prospect on websites, social networks and sometimes call on recruitment firms."
The most frequent mistakes? "Some managers are looking for an alter ego," continues Odile Maurice-Desbat. "A profile in their image, capable of multitasking. However," this know-how is only acquired in the company, with experience," says Karine Doukhan, associate director at Robert Half Management Resources. It does not exist as such on the market."
To successfully carry out this type of mission, several tips are necessary.
1. Associating the team with the reflection will allow you to better target the desired profile. In the case of the creation of a new function, the opinion of several service managers is even recommended. "It will be necessary to precisely define the content of the position and the induced organizational changes so that the person can be directly operational," warns Kadija Benali, recruitment manager at Manpower. Who will this person depend on? What will their missions be? Their added value for the company?" Is it a cross-functional function? The challenge will then be to gather the positions of the different managers. While keeping control of the decision: "because the more partners you solicit, the more opinions diverge and the longer the procedure will take," adds Karine Doukhan. At the risk of stalling the project!
2. A precise evaluation of needs is also essential. Do you want to recruit a management controller or a budget controller? "The former will ensure strict control of budgets while the latter will seek to optimize the financial performance of your company," comments Hubert L'Hoste, CEO of Mercuri Urval. A difference that then becomes strategic for the employer." In addition, the candidate's profile must also be specified: beginner, experienced employee or senior. Otherwise, recruitment can quickly become a real headache. Mektoube learned this the hard way last year. "We recruited a junior profile. However, the person was not autonomous enough to work in project mode. We therefore had to call on our senior IT specialists, already overwhelmed, to support them in their mission."
3. List your assets. Difficult to compete with a large group? You have to accept being put into competition. But avoid complexes. Because if SMEs do not offer salary packages similar to large companies, they have other assets. First of all, "the ability to have a rapid and much less compartmentalized career," says Karine Doukhan. A career path that also appeals to many young people. "Some graduates want to start in a large group to acquire a work method and mastery of processes, then move to an SME to be multi-skilled." Another strong point: human relations. Communication is less formal. Rather than emails, face-to-face discussions will most often be preferred. SMEs are now less concerned by the general distrust of managers. The only downside: being sure that your candidate can adapt to the company culture: family values, attachment to the company, the personality of the manager... "Recruiters remain too focused on technical expertise," regrets Kadija Benali. "Their reasoning rarely focuses on soft skills. However, this quality is essential to adapt to the very strong values of a small company, especially when it is family-run."
4. Evaluate your recruitments. Once the selection has been made, integrating a candidate takes time. "A sales representative must stay in the position for between two and three years to make the investment in their recruitment and training profitable," estimates Odile Maurice-Desbat. "A production engineer about two years. And yet these figures vary from one company to another depending on the complexity of the work and the environment. The process is, in fact, marked by four stages." At the start, the new employee will learn about their position; in other words, they will apply themselves to carrying out the tasks assigned to them," describes Odile Maurice-Desbat. Then, they will gain momentum, take initiatives, take on responsibilities. At this point, they will have a global mastery of their position. They will then be able to supervise a team and pass on their know-how."
5. Do not neglect feedback throughout this process, particularly for "Generation Y". "Young people are very demanding of this type of evaluation," assures Karine Doukhan. Because this generation has particular requirements: ambitious, motivated, they are very eager to climb the ladder." This is why, alongside the traditional evaluation interview, regular points, monthly or quarterly, are strongly recommended. They allow young people to position themselves in relation to your expectations and to work in a structured framework. Do not forget to plan a career path. "After three years, an employee thinks about promotion. Either they get it. Or they put themselves on standby in the job market." Just in case...
Anne Bariet.
Lexpress.fr
Posted on December 17, 2013.
According to a survey conducted by Mozart Consulting last November, 17% of permanent recruitments ended in failure before the end of the trial period in 2010. This phenomenon is even more marked in the hotel and restaurant industry (26%) and services (19%).
The cost of a miss? Not only must you count the dismissal compensation, include the loss of turnover, but above all "provide for a second recruitment priced between 10% and 15% of a month's gross salary of the candidate by going through a recruitment firm", assures Thomas Nomaksteinsky, co-founder of mektoube.fr, a community dating site. And yet, "this loss of earnings does not take into account the hidden costs", observes Odile Maurice-Desbat, project manager at Aravis, the regional branch of the National Agency for the Improvement of Working Conditions (Anact) in Rhône-Alpes (1). The bill can increase further if we include, in fact, "training expenses, the integration time of the employee, the disorganization and demotivation of the employees in charge of welcoming the new recruits". In total, a global cost of between 50,000 and 100,000 euros per recruitment (5% of a company's payroll), according to Mozart Consulting. In other words, recruitment is becoming strategic. "With eight employees, we do not have a person dedicated to this profession. However, this activity takes a lot of time," continues Thomas Nomaksteinsky, "particularly sourcing. We prospect on websites, social networks and sometimes call on recruitment firms."
The most frequent mistakes? "Some managers are looking for an alter ego," continues Odile Maurice-Desbat. "A profile in their image, capable of multitasking. However," this know-how is only acquired in the company, with experience," says Karine Doukhan, associate director at Robert Half Management Resources. It does not exist as such on the market."
To successfully carry out this type of mission, several tips are necessary.
1. Associating the team with the reflection will allow you to better target the desired profile. In the case of the creation of a new function, the opinion of several service managers is even recommended. "It will be necessary to precisely define the content of the position and the induced organizational changes so that the person can be directly operational," warns Kadija Benali, recruitment manager at Manpower. Who will this person depend on? What will their missions be? Their added value for the company?" Is it a cross-functional function? The challenge will then be to gather the positions of the different managers. While keeping control of the decision: "because the more partners you solicit, the more opinions diverge and the longer the procedure will take," adds Karine Doukhan. At the risk of stalling the project!
2. A precise evaluation of needs is also essential. Do you want to recruit a management controller or a budget controller? "The former will ensure strict control of budgets while the latter will seek to optimize the financial performance of your company," comments Hubert L'Hoste, CEO of Mercuri Urval. A difference that then becomes strategic for the employer." In addition, the candidate's profile must also be specified: beginner, experienced employee or senior. Otherwise, recruitment can quickly become a real headache. Mektoube learned this the hard way last year. "We recruited a junior profile. However, the person was not autonomous enough to work in project mode. We therefore had to call on our senior IT specialists, already overwhelmed, to support them in their mission."
3. List your assets. Difficult to compete with a large group? You have to accept being put into competition. But avoid complexes. Because if SMEs do not offer salary packages similar to large companies, they have other assets. First of all, "the ability to have a rapid and much less compartmentalized career," says Karine Doukhan. A career path that also appeals to many young people. "Some graduates want to start in a large group to acquire a work method and mastery of processes, then move to an SME to be multi-skilled." Another strong point: human relations. Communication is less formal. Rather than emails, face-to-face discussions will most often be preferred. SMEs are now less concerned by the general distrust of managers. The only downside: being sure that your candidate can adapt to the company culture: family values, attachment to the company, the personality of the manager... "Recruiters remain too focused on technical expertise," regrets Kadija Benali. "Their reasoning rarely focuses on soft skills. However, this quality is essential to adapt to the very strong values of a small company, especially when it is family-run."
4. Evaluate your recruitments. Once the selection has been made, integrating a candidate takes time. "A sales representative must stay in the position for between two and three years to make the investment in their recruitment and training profitable," estimates Odile Maurice-Desbat. "A production engineer about two years. And yet these figures vary from one company to another depending on the complexity of the work and the environment. The process is, in fact, marked by four stages." At the start, the new employee will learn about their position; in other words, they will apply themselves to carrying out the tasks assigned to them," describes Odile Maurice-Desbat. Then, they will gain momentum, take initiatives, take on responsibilities. At this point, they will have a global mastery of their position. They will then be able to supervise a team and pass on their know-how."
5. Do not neglect feedback throughout this process, particularly for "Generation Y". "Young people are very demanding of this type of evaluation," assures Karine Doukhan. Because this generation has particular requirements: ambitious, motivated, they are very eager to climb the ladder." This is why, alongside the traditional evaluation interview, regular points, monthly or quarterly, are strongly recommended. They allow young people to position themselves in relation to your expectations and to work in a structured framework. Do not forget to plan a career path. "After three years, an employee thinks about promotion. Either they get it. Or they put themselves on standby in the job market." Just in case...
Anne Bariet.
Lexpress.fr
Posted on December 17, 2013.
