What if the recruiter was a driver?
13 January 2009
Read by 1679 persons
Florian Mantione is not only a business leader but also a creator of social links, a facilitator, and a humanist. ReKrute.com, always on the lookout for new trends, has taken a strong interest in the life of this idea agitator who subtly reveals certain realities of corporate life through a selection of articles that we will share with you in the coming weeks.
You know the game of the Chinese portrait. Let's use this technique to approach recruitment…
A car buyer has a number of needs that make the use of the vehicle specific. His driving style, the image he will get from his vehicle, its acquisition cost, its maintenance cost, its future resale value… are all factors to consider. His choice will also depend on his previous vehicle, seeking either comfort, speed, or social status… And he will drive the new vehicle while respecting the highway code and using roads where other vehicles driven by other drivers circulate…
The employer, like any good driver, analyzes his needs and resources. If he decides to recruit, he will consult the job market and make an offer. This offer will respect non-discriminatory conditions and will compete with other bidders. Will the choice of the candidate be rational or emotional? Will the candidates' salary expectations be an obstacle or not? Will the candidate be immediately available or is there a delay to be foreseen? And will the employer decide quickly or is he hesitant, undecided? Once the candidate is chosen, a period of adaptation, running-in as some would say… is necessary. It takes finesse to get the best out of a colleague. You have to take it gradually. Don't forget to be gentle, as you need to alternate periods of sustained effort with periods of calm. Beware of skidding because you have to take different parameters into account. The labor code is there to protect everyone's rights and obligations, and that's good. Let's leave the little smart guys who bend the law, because the road is long… Why do some employers, with the same style of collaborators, have different results? This is without counting the know-how that distinguishes managers from each other.
To drive a Ferrari, let's not forget that the driver must be of a good level, like the employer who must recruit, manage, and retain a high-level candidate… Finally, how to separate from a colleague who has shared a part of the journey with his employer and who has given his best? Will the employer be ungrateful or will he negotiate an honorable separation? Will he offer outplacement to his loyal colleague or will he abandon him by the roadside? And the cycle of life will resume its course…
Excerpt from the work "Florilegium of intellectual vitamins for common sense management"
Author Florian Mantione
Posted on January 13, 2010
florianmantione.com
You know the game of the Chinese portrait. Let's use this technique to approach recruitment…
A car buyer has a number of needs that make the use of the vehicle specific. His driving style, the image he will get from his vehicle, its acquisition cost, its maintenance cost, its future resale value… are all factors to consider. His choice will also depend on his previous vehicle, seeking either comfort, speed, or social status… And he will drive the new vehicle while respecting the highway code and using roads where other vehicles driven by other drivers circulate…
The employer, like any good driver, analyzes his needs and resources. If he decides to recruit, he will consult the job market and make an offer. This offer will respect non-discriminatory conditions and will compete with other bidders. Will the choice of the candidate be rational or emotional? Will the candidates' salary expectations be an obstacle or not? Will the candidate be immediately available or is there a delay to be foreseen? And will the employer decide quickly or is he hesitant, undecided? Once the candidate is chosen, a period of adaptation, running-in as some would say… is necessary. It takes finesse to get the best out of a colleague. You have to take it gradually. Don't forget to be gentle, as you need to alternate periods of sustained effort with periods of calm. Beware of skidding because you have to take different parameters into account. The labor code is there to protect everyone's rights and obligations, and that's good. Let's leave the little smart guys who bend the law, because the road is long… Why do some employers, with the same style of collaborators, have different results? This is without counting the know-how that distinguishes managers from each other.
To drive a Ferrari, let's not forget that the driver must be of a good level, like the employer who must recruit, manage, and retain a high-level candidate… Finally, how to separate from a colleague who has shared a part of the journey with his employer and who has given his best? Will the employer be ungrateful or will he negotiate an honorable separation? Will he offer outplacement to his loyal colleague or will he abandon him by the roadside? And the cycle of life will resume its course…
Excerpt from the work "Florilegium of intellectual vitamins for common sense management"
Author Florian Mantione
Posted on January 13, 2010
florianmantione.com
