‘The single biggest problem in communication is the illusion that it has taken place.’ George Bernard Shaw
In the realm of the Recruitment Consultant the role is focused on finding talented candidates for Clients, but day to day recruitment and talent management goes well beyond this. Whilst a filled job for a client is what makes the world of recruitment go round, one of the most important things for me is seeing a candidate be successful and evolve in their new position, through promotion, company recognition and expanded knowledge; everyone’s happy.
Whilst these situations are what every Consultant strives for, this isn’t always what happens. We have terms in place to protect the Client from disappointing candidates and probationary periods put in place to protect a candidate from a disappointing role, but what else can we do?
Communication is key and sometimes we get so wrapped up in what needs immediately servicing, that smaller problems can fall by the wayside. Issues that potentially, if nipped in the bud, could prevent situations where a candidate has to be let go or decides to leave prematurely.
The point of communication is brought up again and again in business models, it’s seen in Tuckman’s model of Forming, Storming, Norming and Performing, which states that without a ‘storming’ stage where issues and concerns are voiced, any new projects, people or campaigns that should perform will struggle and ultimately the issues will bite you in the ass. What can we do to prevent this? Communication, communication, communication. Problems don’t solve themselves; ever seen a self-solving rubix cube? No, I didn’t think so….
Client to Consultant: · If a new candidate isn’t meeting the standard they set in the interview, speak to the Consultant. It’s likely they may know a cause for the change in attitude or be able to constructively manage the feedback to the candidate. · Give the Consultant a time frame needed for the change in candidate attitude, again this can be managed in a positive way with the candidate · Let the Consultant know that it is likely this candidate isn’t going to work out, so they can prepare for the worst and find a replacement
Client to Candidate: · If the candidate is struggling in their new role, communicate this with them. Let them know specifically and measurably where they need to improve so they have a tangible standard they know they need to reach. · Explain to them that these standards need to be reached for probation to be passed and for them to become a permanent member of the team · Give them the chance to improve and support them with their successes
Candidate to Consultant: · If you feel like your new role isn’t what you thought, communicate this with the Consultant, they can feedback to the Client in a constructive way and potentially make the changes you need to be happy · Your Consultant is there to support you through the probation period, if you have any concerns we can either assuage or address this. · If the role is definitely not what it seems, speak to your Consultant honestly, they can let you know what other options there may be or if you’re just going through a teething period.
Working in a sector that specialises in communications doesn’t necessarily mean we all communicate and a few preventative changes could improve talent retention in the long run. Let’s start the conversation; give Network Marketing a call on 0161 804 0160.