Striking a balance between effective due diligence and making the candidate feel wanted

One of the trends we saw emerging in the executive search market in 2014 was the extending length of time it took from the first candidate/client interview to the offer being made. Candidates experienced lengthy, drawn out processes over a period of months. While it is important for hiring organisations to carry out appropriate due diligence on candidates, they also need to be aware that good candidates are in demand. Businesses that are decisive and move candidates quickly through the process will snare the best talent and avoid a candidate considering other opportunities.

At Strategic Dimensions, the feedback we receive from candidates strongly suggests that how they are engaged by the potential employer through the recruitment process is a key component for them when deciding to accept an offer. Protracted recruitment processes can be a negative for the candidate. Therefore, employers need to find a way to collect enough evidence in order to make a good decision and, simultaneously, keep the candidate engaged.

There is a strong business case for adopting a thorough but speedy hiring process. The quicker you bring someone in, the faster they will make an impact. A quick hire may be an opportunity for the new employee to spend some time with the person they are replacing for handover and valuable insight purposes. The longer a vacancy remains open the greater the impact on the business.

So why are recruitment processes becoming protracted? It could be that that the due diligence carried out on potential employees by employers are becoming more rigorous and may include gaining evidence of:

     * Identity, academic and professional qualifications, membership of professional bodies

     * Previous employment, P60 etc.

     * Soft and hard references

     * Criminal background checks

     * Right to work in the UK

     * Psychometric tests

     * Social media history.

These checks can take time and may be expensive.

So what can be done?

To begin with, the employers should be able to define what the hiring process will look like with a good estimation on timeframes. Managing the candidate’s expectations from the beginning is an important engagement issue. Any background checks should be completed as early as possible, either by the employer or search agency. Candidates should be communicated with regularly throughout the process. A lack of communication can be misinterpreted unfavourably by the candidate.

Employers should also give due consideration to candidates availability when determining interview slots. Candidate availability becomes even more acute towards the end of the calendar year as businesses tend to carry out a number of annual cycle processes such as planning, budgeting and employee reviews. Stepping away from these business critical issues to attend an interview can be difficult.

Employers who are mindful of these practical considerations certainly won’t harm their chance of securing the better candidates and at a faster pace than their competitors.

Steve Wing, Director, Strategic Dimensions

Strategic Dimensions place senior HR professionals in permanent and interim roles across the UK and internationally. Visit their website to learn more: www.strategic-dimensions.co.uk