• Jack Sharp

Why Data from an Agency can help to evolve Job Descriptions and combat unrepentant Hiring Managers



We (internal and external recruiters) have all been struck by a job brief in which a Hiring Manager refuses to budge on their preconception of the market and the talent within it. It's normal and absolutely critical for any team to have strong-willed hiring managers (most likely, one of a few reasons why they are so successful [yes, some are just stubborn and offloading pressure to recruitment]). That being said, markets can change and therefore it is our job (as an external partner) to help by objectively educating hiring managers and providing internal recruiters with data to deliver new messages to 'update' market preconceptions, job descriptions and help improve our Clients ability to hire more effectively.


Good external partners have to justify their price (typically 20% annual Basic salary) and with a lot of average / bedroom recruiters in the market, Client's have every right to feel disappointed with either an incredibly poor level of service, CV spamming or a money-first attitude with a new relationship.


We believe, as part of that 20% offering, every Client should get consistent reporting on the weeks and months of research performed by the recruiter. These weekly reports allow the recruiter to openly share current market data and educate and inform internal teams of active market conditions.


At High Performers, we do this at no extra cost; collating and interpreting recruitment specific data to help make more informed decisions on each hire. Typical market data shared comes through a report containing an anonymous long-list and interpreted data highlighting:

  • Type of company approached (size, location, recent growth - people and turnover, company trends, competitive nature to our Client)

  • Type of candidate approached (role, type of companies worked for, length of tenure, skill-set comparable to the Job Description, affordability, motivations etc).

  • Salary benchmarks - including range and mean average. We find this to be incredibly helpful in budget allocation and offer expectations. If teams have low salary budgets but demand only the best talent, this type of bench-marking allows us to objectively approach the challenge and helps realign on expectations or offer supports for budget increases.

Recruitment typically works in the 'grey area' when it comes to hiring. Hiring Managers, Recruiters and HR all hold subjective tendencies or unconscious bias. For example,

  • CV presentation is critical - an ill-presented CV that looks messy and is difficult to understand compared to a well presented, simple formatted CV, regardless of context, will not perform as well (we have stats that show this).

  • Personality - there is no denying those that 'get-on' with a hiring manager and present themselves better to a business (regardless of objectively looking at skill set), will perform better at interview.

Subjectivity in hiring is critical to good hires, there is no question on this point. What good data allows a business to do is assess market conditions, manage any unrealistic expectations and create accountability on recruitment processes that are not moving forward. When the gap between 'what is wanted' and 'what is available' is too far apart, data will allow a business and recruitment partner to get closer together, objectively approaching challenges and then building a plan to overcome them.


J.

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