Watch as Jobvite's own Ty Goodrich and Meera Narayanan discuss the best practices for collaborative hiring at their talk, "End the Disconnect: Collaboration is the Key to your Next Great Hire" from BambooHR's Elevate 2016, the world's largest virtual HR & leadership conference.
Claire: Hi everyone and welcome to another session of Elevate 2016 my name is Claire Alloway and I am a part of the marketing team at Jobvite we're really excited to be bringing you this presentation and being a part of today's event so hopefully you're getting some great things out of it so far I'm going to keep this quick and just introduce a couple of our two speakers first off we have Ty our senior recruiter here at Jobvite and Meera who works in the HR and recruiting department as our coordinator so it's not passing it over to Ty.
Ty: Everybody nice to meet you all and thanks for tuning in to our webinar on collaborative hiring we'll start off in a perfect world the hiring team shall work together to find the best camp it's possible but if it was a perfect world us recruiters wouldn't have a job in reality computer priorities and perspectives can also be confusing or non-existent oftentimes there's going to be unrealistic expectations that might make our jobs a little bit harder for example you might have young leadership that maybe unexperienced in hiring you might have you might have a hiring manager who's been a while since they've had to hire they might need a refresher your hiring manager might have unrealistic expectations maybe your hiring manager might be in a very stressful situation and a key team member might have just left and they need to fill that role yesterday maybe your team might just not be as good as they think they are at hiring one has to create each other's abilities to find a great hire well actually I should I should back up a little bit basically a study by found that when you asked hiring managers and recruiters to grade themselves on each other.
They gave themselves an A and a C clearly there's a gap the goal is to bridge that gap and you do that by building a collaborative hiring process and that a client or hiring process will we build that new bridge the goal of collaborative hiring is to find the best candidate possible and also raise the bar while looking at those candidates at the same time it also gives your co-workers the voice in the process and also builds their experience as a hiring team if you don't know how to hire you're not going to go very far in your career it also adds accountability to those team members as well and the decisions they make at the hiring process and it also speeds up that time to fill the role time is money so the faster we can fill it the better. The first thing we should do is start with the job description the job description is the blueprint for the successful hire.
It also shows the potential design flaws in the blueprints as well be sure to look for any red flags or any weird or unusual bullet points in that job description be sure to ask questions the next is to establish a good relationship or partnership with your hiring team and most importantly your hiring manager your role is to facilitate the process for example no one hires as much as you do it may have been a while like I said earlier that since your hiring manager is hired and they might just be a little rusty on the process you do this every day so helping them to facilitate this in a kind of a flexible way is your job especially in uncharted territory.
So for example if you're looking for someone that the team may not have hired before and this is a new role you want to make this as smooth and seamless as a process as possible and you want to eliminate surprises you can do this by asking the right question or questions here's some important ones here how fast you need to fill this you need to fill this on a budget if so what budget what skills does this person need to have where do they need to live what does the current need what are the current needs of the team are there weak spot in the team that this was going to fill in for or today does not have anybody like this on the team. Next is define a good hire the must haves versus the nice to have what areas are they will compromise on before I'm going to ask to find that perfect candidate or that unicorn that purple squirrel and our goal is just not to find that well that person wearing the unicorn mask we're trying to find that person that can do the job fit in with a company be a solid performer you know a realistic type person that actually exists next up is to outline the process step by step identify the necessary skills and qualifications this person needs to have figure out when and how skills should be tested create a hiring team to do that and establish everybody's roles and responsibilities including your own.
What I mean by that is some hiring managers want a little more from the recruiters they want them to be a little more involved in the hiring process than others if you're on an engineering team for example recruiters are not engineers if they were well I'd be making more money we'll put it that way but what it comes down to is that I don't know Java I don't know C++ I don't know the spring the people on that hiring team.
We set up that Club retiring processes are going to know that much better than you and your job is the recruiter is basically to facilitate it maybe look for some red flags maybe look for culture fit problems budget problems things like that beyond that it's up to the hiring team to decide if this is the perfect person for that technical role now here a Jovite they wanted to be a little more complicated on the other would say like sales marketing or customer success holes because we're recruiters we use the product and we talk to people that sell these products to us all day long so we're going to know if this is a great hire other than that set expectations and reminders for the feedback keep the conversation going ATS if possible so for example what I mean by that you know not to over plug our product the Jobvite for example has a hiring collaborative hiring team application both mobile and built into the product so for example if I was looking for say a marketing associate with a very experienced marketing hiring manager.
I can look at profiles and I could share in real-time to get real-time feedback through Jobvite and also I could read that information use that to collaborate a little bit later I could also build templates in the system that will allow us to hit the basically letter the normal interview questions for a particular role so what do you know that for example customer successful you could put in the template that says give me an example of a hard customer give me an example when you were a successful with a customer and you can have this built into the product if it's not your ats do the old-fashioned way instant message text call was important to keep the conversation going and do not stop until you have someone sitting in that seat and hire.
Next up iterate and improve constantly always seek to improve the process as you're going when a candidate comes through ask what they liked about that candidate what worked what didn't work and do this at every step of the process throughout throughout the whole interview process until that person is hired i think about the house I'll pass it over to Mera who is both on our recruiting team and also our HR coordinator and she's gonna have a lot of great things to say about this.
Meera: Awesome thank you Ty so after the initial half of the collaborative hiring process where you establish a good relationship and have set the right expectations for your hiring manager and the hiring team your job continues when the interview comes along it's the next big milestone to focus on so something that we kind of thought about here is if recruiting is marketing then think of the interview as a mini trade show in a trade show you'd have that initial meeting when someone walks up to your booth to evaluate them as a good customer as well as for them to evaluate your product and that's really not unlike an interview do you have the short amount of time to not only evaluate whether your candidate is a fit for your company but also for that candidate to gauge at the companies that's it for them so in all aspects of advertisement preparation and the evaluation at the end treat these interviews kind of like mini trade shows and previews of your product in your company for your candidate so according to the Jobvite seeker from this year about 47% of job seekers think the interview is the most important factor and this really shouldn't be that surprising.
This is the first time that the interviewer is actually experiencing the company in a human way but often this takes kind of the backseat in the recruiting process usually become just inviting the people into the interview inviting the candidate and chasing after them to make sure that get to the interview on time and that's kind of all that happens but like I said we have to remember that the interview is the most human aspect of the recruiting process you do have to work on your employment brand there's the Glassdoor reviews the phone calls all that stuff is virtual and not really tangible but the interview is really that first time the candidate gets to test their opinions and impressions of the company that they did get on those ongoing sources test their gut feelings about the company and to really learn about the team and what the roles even about and I know Ty's wife was kind of going through this recently where you know she interviewed somewhere was a really great brand and a name but the interview itself and spoiled her first impression I know how you wanted to say something about that.
Ty: Yeah pretty much what you said so I won't name names let's just say this was very recognized or national company that my wife was excited about speaking with about opportunities and how does the interview process went on the recruiter just failed to keep her in the loop as to the process I mean the one thing you can do as a recruiter if someone comes on site to interview with you they put their time they put their energy into that you owe them at least some follow-up within 24 hours of the role and you don't have to lie to them be honest with them about where they're at in the process they'll appreciate that it really hurts your brand not to follow up with people and treat people like you would like to be treated.
Meera: That's follow-up and all that stuff will come if you feel organized on your end and so hopefully the next few steps can kind of help you with some tips to assemble a better interview team create a better interview process and then have a good experience with a candidate so the first part is to make sure you assemble the right team like Ty said you only have a certain amount of time with the candidate for them to really evaluate you so make sure that is well plan and a good use of everyone's time including your interviewers in your company so make sure that your team members that you do choose to put on your interview team set a good example of what the companies like and then who are also able to really accurately gauge the talents and skills of your candidates so this is the point where you kind of want to go back to those must-haves and nice to have that Ty talked about in the job description section you make sure that the people that you're choosing can evaluate those must-haves something can do is you know on that job description on those must-haves bullets right the names of the people that you're going to have focus on those things that will be really helpful for you to make sure that you've checked all the boxes that you need to check as far as who's on your team then once you've built a kick butt team you'll be able to start building a great actual interview and you've got to make sure that the contents right.
So again like this is a whole cyclical process so again you got to go back to that job description is it accurate does it depict what the job is is it depend what this candidate's going to even do when they get there because the worst thing that can happen if they come interview for a position and it's completely different than Job description completely different from what they even want and that's a waste of hours for everybody so make sure that that is done first and then once you do that you have an outline of what's important and then you need to make sure that you like I said before you match that with the person that's actually doing the interview and what goes along with matching them is making sure that everyone's asking different questions for example for customer success roles it is really important to know how a candidate dealt with a difficult customer that's going to come up a lot as a CS person but you don't need three of the five interviewers to ask that same question because you go back to the debrief at the end and you end up having the same information which is really unhelpful and a waste of again hours time money all of that so make sure that you can delegate that properly and a way to do that is to use your ATS or recruiting extra to create templates of interview questions put them in sections like culture strengths weaknesses and map those to the right people and that's a good way to kind of get organized in the front end but all in all in this section.
Just make sure you be prepared prep for an interview on the company side the way you prep your being interviewed for a job you don't want to go in and prepare not knowing anything about the person or the company that you're interviewing so just do a little research look at the resume look at the job description then it's a good way good tips to give to your interviewing team because they might not be as comfortable with it and used to.
It could be interviewing for the first time all the things that Ty said so tell them to kind of think of it that way and it will be a good way for them to kind of put themselves in the other person's shoes and to kind of dive a little bit deeper into the combination of a good team and a well-built interview is to make sure that you each team members evaluating for a different aspect of the role but also make sure that that aspect that they're interviewing for is their strengths you don't want someone interviewing for knowledge on Java they have no idea what Java is or how it works you want to make sure that it maps to their skills and their strengths and these are all things that you want to guide and suggest to the hiring team and the hiring manager but again this is their expertise they know what the roles and expectations are but giving them the ideas to really utilize their skills to interview will help them evaluate better as well okay so the interviews over everyone evaluated for different things you've got all the knowledge that you need each person knows their part of the person but now it's time to kind of put it together everyone knows a piece of this candidate and you need to come back and debrief and I think this can be forgotten sometimes because there's a rush to get that offer and you want to get the button the seat but you should never miss this and it's whether it's captured through the interview evaluation forms or an actual meeting you got to make sure that everyone's thoughts and opinions are collected.
The last thing you want as a recruiter is to proceed with an offer have someone come in and a key player on that team says wait I didn't like them why didn't anyone ask me this is not who I wanted to be on the team and that will create a bad experience for the new hire for the team retention numbers all that will go downhill from there so that's how important the debrief is and there's a few tips for the debrief because it can be hard to get everyone together time typical of time takes coordination but three really quick tips that can help make that easier are as follows the first one is if you get everyone into a room if you don't do anything else ask them to do a simple must hire should hire ok to hire or pass because even if they have to run out after that room at least you have that to go off of so if you don't get anything else start there.
Then if you want to keep going if you have the time keep it short and concise don't let people talk themselves out of a good candidate that they liked tell them to say the good things the bad things and maybe something that be a concern quicken to the point and the last thing is to hear everyone's opinions but start with everyone except a hiring manager you don't want the other people in the team to get biased by the hiring manager's opinion and the hiring manager is going to want to know what people in the trenches think of this candidate because they're going to be working with them shoulder-to-shoulder so that's really important and then after that have the hiring manager go in with their two cents and then combine it after that and remember you're the hiring expert you're the one who does is every single day this could be your hiring managers first or second hire and they might not know what's best for the company what's best for the rest of the team is they're new to it so if you do have the company and the team's trust adding your two cents let them evaluate for the actual nitty-gritty skills but if you know that it wouldn't be a culture fit you know that they may or not may or may not be enthusiastic or committed to the role and they're going to leave really quickly.
Let the hiring manager know let the recruiting or the hiring team know because you are the expert in This. So I can debrief you need to make sure like we mentioned with the job description portion is to iterate and improve constantly when you're doing this day to day it's easy to forget your best practices and kind of go on autopilot especially when you have regular hiring managers that you work with every single day but you gotta make sure to keep your best practices and your standards for communication timely follow-up and evaluations high because as all the recruiters out there know it's never a linear process things are always happening things are always the process left and right so it's really important to stay on your toes and to not get complacent with the way that you do things because every roll is different every hiring manager is different and every time of year is different too so make sure to check in on those feedback and evaluations especially if you find you're not finding the right hire you're bringing in five or six people and it's still not working just evaluate and you know go back to it.
There's no reason that you can't go back to square one and start over and rethink your process because that will happen and I don't think there's any recruiter out there that can follow a checklist every single time because it'll never ever turn out that way and the last part you really remember is to review and measure as a member of the HR team not just the recruiting team retention retention retention is the most important thing make sure you review an evaluator process our boss on on the HR recruiting team always breaks down things like this you break down a hire with what worked and what didn't work and then improve upon that.
So you can work with your HR team which is something that our recruiting team has done here is to look at retention rates look at performance review see how your hires have been doing check in with them there's no reason that just because you're the recruiter and they're ready in the seat that you can't check in in the first month or to see how things are going and that's great feedback for your HR team as well you know you'll have the inside scoop on that so definitely try to add that add that information that two cents to your team and a great collaborative hiring process can help you with future hires so if you do have a brand new hiring manager that does not want to follow this process that just wants to tell you what to do and not have any sort of back-and-forth with you show them like hey you know I have this one hire this is difficult we went through this process that didn't work so we went back and you have data and examples analytics to show for it there's no reason for them not to jump on board and I know being part of Jobvite being in the recruiting and this industry data is everything results in examples or everything so this is a great way to make sure that you kind of have a your own portfolio of a good collaborative hiring process and like I said before if you do have a bad hire or there's a difficult process or someone comes on board a month later they go ballistic and they're gone you have data right there to show you that something didn't work and the next time you go through this collaborative hiring process.
You have some stuff to bring into it at the get go so there's no reason that you shouldn't review and measure good or bad all the data is really helpful so to conclude in it like we all talked about in an ideal world the hiring team we're all work together we find the best candidate possible in a week and that'd be it but then where's the fun in that were the recruiters and all that so in reality there are so many competing priorities and perspectives confusing guidelines and unreasonable expectations but the goal is to have collaborative hiring address all of those and make it more of a process than just a checklist to follow so if you didn't get anything at all this whole webinar this is the slide to remember the first one is understand everyone's definition of success set the process up for success put it on the right track make sure that everyone's on the right page before you even start talking to anyone the second one is to keep the lines of communication open set yourself up in a good way for the hiring manager for the hiring team and for the candidates to have an open avenue to you for any clarifications questions or concerns about the process because you're the one that can move it into the right direction.
The third one is to create a great hiring team do you have the right people in there are they good representations of the company do you want them to represent what your company is like and what the environment is here and what the job will be like because they are the brochures of your company in that time and lasts to continue to check in and iterate throughout the higher things are never black and white so it's a recruiters job to be the most flexible and ready to improvise and edit on the go like I said staying on your toes is what's going to make everyone successful so to kind of wrap it up what what's recruiting without a little bit of chaos but as members of the recruiting and HR team here at Jobvite we have to be able to show some method to our madness and help the hiring team and the recruiting team and the hiring managers and everybody in the process that there's always places to improve and there's always ways to work together to have a good hire.
Claire: Awesome thanks so much guys hopefully everyone listening in found some useful information got some great tips out of that obviously we would love to continue the conversation so feel free to ask any questions that you have on twitter our handle is simple at Jobvite or in the expo hall we have a couple of different people who are at the ready to answer your questions whether it's about Jobvite itself or about collaborative hiring how Jobvite could help you do that or some templates and examples of things that you could be doing a software agnostic anyways my name is Claire Alloway I hope you had a great time and thanks so much for joining.