Recruiting a recruiter
recruiter...@gmail.com
recruiter which I wanted to share. I am sure most of you can add a lot
of ideas to this pool.
First of all, defining what a recruiter needs to do in his present job
has to be done meticulously.
1) What would be the job function?
Would it be restricted to sourcing, screening, telescreening,
coordinating interviews etc.
2) What is the level of technology/skill understanding that is
required for the recruiter's function?
If the recruiter is going to be a part of the sourcing team, it
is essential that the recruiter has understanding of various sourcing
methodologies, and an adherent follower of divine networking (thats a
little over exaggerated to quote, but let me live with it!).
The recruiter would be required to understand technology (relevant to
the team/group) in-depth.
Recruiter should be well-versed with the likely nature of job of
candidates that s/he would be recruiting (web developers, desktop
application developers, database administrators, apps DBAs, ERP
developers, ERP consultants etc.) Moreover, for the recruiter, it
would be essential to have the capability to differentiate the
positions to be recruited and the peoples' fitment to these various
positions available.
For a telescreener, or screener, the above go true, plus a clear idea
of the temperament, and consistency (of jobs and thoughts) of
candidates. I have observed that a person good at assessing has always
been happy about recruiting any position.
A coordinator needs to be a people's person with a good understanding
of interviewer temperament, and the ability to identify the right
interviewer(s) for the candidates. [Sometimes good candidates are not
hired because of being interviewed by wrong people! I am sure many
would agree with this]
3) What level of benchmarking of quality is required pertaining to the
company/group for the recruiter to adhere to?
Sometimes a sucessful recruiter might miserably fail in the
wrong company/job/ or function/technology.
4) What is the KRA of the job?
Is revenue generation the key to the job? In which case maybe
TAT is what that counts.
Is cost cutting the key? In which case the number of direct
hires, or direct senior hires might count.
5) What is the growth path to the job?
More important to understand what the candidate wants to do in
life.
Can you guys add more to it.
Vijay