This article is a lightly-edited summary of the key takeaways from our speakers’ appearance on our podcast, “The Shape of Work.” If you haven’t listened to our show yet, be sure to check it out here. These speakers have an incredible stable of startup experiences to draw from, the kind of stories that are unbelievably helpful for HR/people managers to hear.
In this episode of The Shape of Work podcast, we welcome Katrina Collier. She has vast experience in the field of recruitment and is working towards bringing in the element of human connection in the entire recruitment process.
GUEST AT A GLANCE:
Name of the guest: Katrina Collier
What she does: Facilitator: Recruitment and Candidate Experience
Find her on LinkedIn.
Get Smart: “You can’t be micromanaging. If you are one of those companies that has put that software on your computers that monitor if people are sitting at their desk. You’re going to lose your staff.”
This episode will take you through some important ideas regarding:
- Something most hiring managers don’t know.
- Managing relationships between hiring managers, talent acquisition professionals, and HR
- Skills one should have to partner with the hiring candidates
- Factors comprising candidate experience
- Challenges managers face in their roles
- The significance of networking.
Something that most hiring managers don’t know:
Katrina explains that most hiring managers do not consider CV hunting as a worthy task. They think recruiting managers simply have to advertise. In reality, recruiting is quite a complicated task.
Moreover, the biggest change occurred with the explosion of the internet. All the papers started appearing online and companies started getting direct access. However, these hiring managers don’t know that they are being looked up as well. Therefore, they need to be more aware regarding what they write. Their posts need to be empathetic.
Managing relationships between hiring managers, talent acquisition professionals, and HR:
According to Katrina, a few communication prevail between the talent acquisition professionals, human resources, and hiring managers. It creates issues like politics and misunderstandings between them. However, it is the responsibility of all three to ensure good relations with each other. There is always a debate regarding where talent acquisition should be in an organization.
Katrina answers that it should be outside human resources, plugging in the Hiring, Marketing, or the Sales department, and being proactive rather than reactive.
With the onset of the internet, it has become mandatory for them to be truthful online. All three departments identify the problems and find the solutions to them. Most importantly, they need to understand that it is the employees that make a company succeed. Finance is a secondary factor here.
Skills one should have to partner with the hiring candidates:
The HR or talent acquisition professional needs to know what the hiring managers want. The candidates need to learn how to trust, be curious, and be empathetic. If they don’t create this clarity and certainty for the candidate, they can’t build a good relationship with them.
Katrina is a big supporter of feedback and discards the idea of leaving interview candidates confused without feedback. One should certainly show compassion towards the candidate.
Factors comprising candidate experience:
Katrina again highlights the importance of feedback here. The candidates are extremely energetic while applying for different roles. The recruiters can simply match that level of excitement by sending them tips of job search, behind the scenes, adding value, and letting people know where they are. Moreover, the candidates might be telling their experiences to others. Bad reviews can certainly lead to a loss in the business. She adds that human resources, hiring managers, and talent acquisition professionals should partner together and have open conversations. In addition, basic courtesy such as keeping the camera on can make the candidate feel relaxed.
Challenges managers face in their roles:
Katrina explains that hiring managers should be leading, not managing. They should be allowed to ask for training and support.
She further mentions that plenty of hiring managers have expressed their vulnerability to her. They did not know what they were doing, rather they learned it. The company needs to check on their hiring managers and figure out if they require training. The managers are assigned to these roles and left unsupported. As a result, it leaves the managers confused and afraid.
Katrina advises all leaders to opt for coaching. The best way to find a mentor is to analyze the expectation out of it. “Why did I choose you as my mentor?” – There should be a good match between the reason/expectation and the chosen mentor. Furthermore, Katrina explains the difference between coaching and mentoring. Mentors can give their own opinions. Coaches give you questions and ask you to figure out your way towards the answer.
The significance of networking:
Katrina suggests a few good tools she uses. An avid social media user, she also used to teach social recruiting. However, Katrina mentions that the most significant tool that she has is her network. She gets to speak and work with clients all around the world.
To sum up, according to Katrina, everyone should build a network of unconditional giving.