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Too many organisations out there attribute the poor results of their hiring processes to a weak pool of candidates, but this is seldom the case. In reality, when companies are unable to hire the best candidates for the job, the process itself is often the root cause.

It Isn’t a Priority

All too often, recruitment processes simply need more wind in their sails. This is common, and it likely will continue to be until the end of time – especially for senior appointments. That’s because of one simple truth: people are busy. Hiring managers have jobs of their own that usually require a lot of hard work and attention, so trying to schedule in shortlisting and interviews can be tricky. But problems can arise when candidates either feel like the inconsistent process reflects poorly on the company, or simply become disengaged when it crawls on for far too long.

So after a certain point, the whole ‘busy’ excuse doesn’t fly. If a Hiring Manager is serious about making the hire, then they need to prioritise it. So, let’s say you want to prevent this altogether and ensure that your process has consistent momentum throughout, then the best way to go about that is to create a roadmap that details the beginning of the process to the end and stick to it. If possible, try to include interview dates (or ballparks) at the beginning. This will improve the likelihood of you providing the best possible candidate experience. 

If you find that, more often than not, your hiring processes wind up limping to the finish line and have high candidate withdrawal rates, then the solution lies in one simple question. Is this role a priority? If it is, treat it like one!

The Process is Too Long

Now, this point is slightly different to the last point, but is a little more specific. You could be prioritising the process and doing your absolute best to find the right candidate, but if you have a five-stage process and a long dinner with the Chair after that, you’re rarely going to find candidates who remain engaged all the way through – especially if they are actively looking and are involved in shorter processes with competitors. 

To stop yourself missing out on these candidates, the solution is simple. Try to stick to a two-stage interview process. First stage with the Hiring Manager and HR, second stage with the Hiring Manager and a senior leader. That way, you can construct a process in which all stakeholders assess candidates, with priority given to the Hiring Manager, who will work with this individual the most. It’s common sense. Though this might not always be possible, there are plenty of C-suite appointments out there that take just two stages, so you’d better have a good excuse. 

Unclear Job Description

What is the job? What does the postholder need to accomplish to be considered successful? What does Monday-Friday look like? If you’re unable to answer these questions clearly and concisely, then you might need to redraft the job description. This mistake tends to arise due to internal misalignment, when two stakeholders have different expectations of the postholder and prioritise the role’s responsibilities differently. 

This doesn’t happen too often with straightforward roles; most of us can agree on what a Postman needs to do. But when it comes to more complex jobs, this issue can showcase organisational weaknesses to candidates before they even start. Does a chemical engineer have a more hands-on job, refining compounds with ultrapure water and mixing daily? Or is it more strategic, with the focus being on where the company will be 18 months from now?

Demineralised water

Closing Thoughts

Overall, your success in hiring will depend on your ability to plan the process from the get-go. If you can lay out a lean, two-stage process and be clear on what you’re looking for, then you’re far more likely to retain the best candidates and find the right person for the job.