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The 5 DYSFUNCTIONAL Relationships in Recruitment (and how to fix them for a better hiring process)

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Technology alone won’t bring about digital transformation of recruitment; we need group therapy and a major shift in mentality.

Written By: Basil Fateen

Four years ago, I walked into a battlefield.

Prior to starting HireHunt, my work revolved around coming up with solutions to different problems and building the software to make it happen.

So when I decided to step out and start my own business, the most recurring piece of advice I received was to find a real problem to solve.

And oh boy, did I find one.

It was a problem so complex and fascinating that it lured me in, like a blue light attracting a fly. It’s now years later and I’m still mesmerized by the enticing glow as it electrocutes me again and again. Hey that smells great, is someone cooking something? Oh, that’s me.

HireHunt came armed with a different approach, advanced technologies and an outsider’s mindset.

Naturally, I expected that there would be opposing forces to what we were doing.

I expected to be in a western style shoot-out with the traditional job-boards. What I discovered was a royal rumble in a clown car at a traveling circus.

This tragic ‘comedy of errors’ stars the HR department, hiring managers, job-seekers, the Upper management executives and recruitment software vendors.

It’s my humble opinion that addressing the issues plaguing these relationships is the final key to catalyzing the full digital transformation of HR that is so desperately needed.

Until then, the technology is ready and waiting.

1- Hiring Manager vs. HR Team

Like a spark in a womb, it begins with the job requisition request from a hiring manager.

In no time, that cute little spark will become a dashing employee in a suit (or pantsuit) who comes late and spends their time looking busy while they’re actually looking for their ‘next opportunity’ online. Aww. They grow up so fast.

But that spark is sometimes doomed from the start, because the hiring manager and internal HR team are at odds and start off on the wrong foot.

Inability to articulate who can do the job and what skills they need to have is the first major friction point. Sometimes they may fall back on a similar job description with little insight into the conflicting and absurd requirements and perhaps the train-wreck it caused when used in previous job posts because they’re not even tracking that data.

So the hiring manager puts pressure on the HR who may not understand the role as well as they do and will inevitably send irrelevant candidates their way and start the ping pong game of approved/rejected email threads that everyone loves so much.

The HR feels the manager is being unreasonable with their expectations and the manager will feel the HR is not doing their job by providing great candidates for the role. The more time passes, the more lost revenue for the manager, the more stressed he gets, the more snide he becomes with communication and feedback and the more the HR becomes unwilling to exert effort for the vacancy and starts praying for the manager to develop arthritis. And so on.

Solution: reduce unnecessary communication problems, time lost, objectivity and bias from the initial shortlisting process and allow the hiring manager to access talents directly with HR monitoring and facilitating.

2- Job-seeker vs. Employer

This one is pretty straightforward.

Who here can really say that when they start applying they are embarking on a positive experience and hear back soon with relevant feedback after applying? And which hiring manager is not whining about ‘shortage of talents’?

Most of the time it’s a frustrating nightmare for everyone involved.

Putting applicants through a long strenuous process where they are inputting the same things over and over (which are already in their CV usually) or solving mind-bending psychometrics when you have no intent on even reviewing them because you hire by referrals mainly? Or you only hire from select universities? That’s pretty cold.

Accepting interviews and then not showing up without even an excuse? That’s borderline evil.

For a more comprehensive breakdown watch this:

https://www.facebook.com/hirehunt/videos/2242441959174383/

Solution: there must be a system of accountability in the job-hunting process. Everything positive you do should transfer and help you move forward, without bias.  Abusers (both applicants and employers) should be warned and then flagged publicly.

3- HR vs. Upper Management

The HR department is under more pressure than ever to achieve so much, yet they are usually the most ill-equipped department without the necessary tools, budgets and resources to meet their targets.

When there is not a strong HR C-suite leader representing the best interests of the department, they are trapped in a web of under-appreciation and consistent feeling of underperforming.

Solution: The biggest shift that can happen here is for the upper management to understand that HR should be a strategic department, not an administrative one. So provide them with the tools that handle the time consuming administrative tasks so they can focus on the high impact strategic ones that will ultimately impact everything from the revenue to the reduced turnover and quality of hire.

4- HR manager vs. The Recruitment Team

I once demoed HireHunt for the manager of a manger bank, who after seeing all the levels of automation snidely exclaimed, “Wel bahayem dol ana me3ayenhom leh?” (And so what do I do with those mules out there?) He was referring to his recruitment team.

It was hard not to reply ‘you won’t need as many mules’. But the reality is, I was thinking that this guy was a major mule. If he viewed his team in this fashion, then you can imagine the cycle of abuse that occurs and why every person who comes in for an interview will end up hating this company before even working there.

Solution: when automations can enable the team to be more effective and the data/reports is presented accurately the HR manager to streamline the entire process then efficiency increases drastically.

Go from a mentality of sheep-herder herding sheep to a maestro leading an orchestra.

5- HR vs. Recruitment Platforms

That’s right. As someone who started a recruitment software startup I can tell you with certainty that the trust between organizations and the people who sell them software solutions is severely eroded.

Why? Because so many “solutions” are full of crap and have promised them the world and then under-delivered.

Traditional job boards claim they have “millions of CVs” yet they know that most of them are outdated and irrelevant and only a small fraction will hire from them. Often they take part in the bias instead of countering it, because that’s how they make money.

The “smart AI powered solutions” claim that they can replace recruiters entirely and they can know candidates better than they know themselves. Nonsense. Most of these solutions don’t even use AI.

So in the middle of all these con artists and opportunists, any new B2B software claims will be met with a high degree of skepticism. The more grandiose the claim, the more skeptical they will be.

At the same time, I can’t tell you how often I see HR leaders get on stages and talk about ‘Digital Transformation’, yet when it comes time for them to try a new technology they get agitated and make excuses.

Solution: There will be a lot said for authenticity in product, sales and marketing in the coming phase to differentiate the innovators from the scammers. User experience should be at the core of the product, not the features and smart technology. Stop hiding behind ‘contact us for demo’ and let organizations really test your solution so they can know if you are the real deal. Software vendors need to make it easy for organizations to use the software, not just be impressed in the demo. Transparency and real success stories based on quantitative results is the only way to earn back the trust.

There will never be a one-size-fits-all solution to recruitment. Just like there will never be one solution for “medicine” or “good health”. It’s a complex ecosystem that requires true collaboration between all parties and technologies. I believe the digital transformation of how talents and opportunities connect will be one of the major inflection points in our current age that will have a massively positive domino effect on society at large.

At HireHunt, we’re focused on continuously innovating our online solutions to be a force pushing this transformation forward, supported by our hyper-realistic, anti-inspirational online content. Now screening applications in 9 global markets and with millions of views, so far so good, but the real transformation of mentality is just getting started.

Until then, join me. I’m heading towards this amazing blue light.

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Wellbeing @ Work Summit Middle East 2021 – where balance, resilience and authenticity break the Mental Health Stigma

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Written by: Cinzia Nitti

Globally, 2020 has been a year like no other. Coronavirus pandemic caused a massive business disruption; transformation has been key in supporting employees and catalyzing workplace changes. There was a rush to adapt and reinvent Business Models. Organizations had to rethink and reconsider how they deliver services and strengthen their Organizations through a forward-thinking Digital strategy. To be more agile and responsive in such uncertain times, we need to respond to challenges and adapt quickly to new scenarios by moving from rigid hierarchies to leaner and more flexible structures.

But what about Mental Health at Work, and why is it essential?

What’s the Office of the Future?

Within the Wellbeing @ Work Summit Middle East 2021, HR Leaders tried to normalize the conversation about Mental Health by putting the topic first, enabling self-care and professional support, raising awareness, and building knowledge around its related issues. Nowadays, personal and work life are more intertwined than ever, so it becomes vital to create balance: the more employees feel free to talk about Mental Health, the more they can prevent struggle and breakout at the Workplace. HR leaders play a crucial role in making an IMPACT by pushing new solutions, promoting work-life balance, redesign workloads, and supporting their Teams.

In this general frame, Irada Aghamaliyeva (MENA Diversity, Inclusiveness & Wellbeing Leader at EY) affirmed: “Workplaces that are inclusive foster enhanced employee wellbeing; employees with high levels of wellbeing are more inclusive”. How can Organizations increase employees’ resilience and embed sustainable Leadership behaviors in the post-covid reality?

Dr. Irada Aghamaliyeva introduced the Mindfulness practice in the Workplace and highlighted its benefits on a large scale: improved wellbeing and resilience on a physical level; positive emotions, self-regulation, empathy and awareness of social dynamics; learning and innovation thanks to the implementation of flexible thinking, intuition and problem-solving processes. So breaking the stigma is possible, starting from personal wellbeing to sustain positive energy and fuel resilience.

About the Power of Empathetic and Authentic Leadership, Dr. Rima Ghose Chowdhury (EVP & Chief Human Resources Officers at Datamatics Global Services) stresses the importance of Leadership roles today. The virtual environment employees are working in, makes them more vulnerable due to a lack of balance between emotional and authenticity traits. Authenticity is the primary factor in effective leadership, regardless of the leadership style. Putting employees first as a strategic priority and hearing their voices to guide strategy; embracing agility to work more effectively in tumultuous time; including a multigenerational work-force: these are the key concepts within Dr. Rima’s motto “Empowering is to enable”. Through motivation and filling emotional support needs, the Empowering Teams Process leads to employees’ safety, esteem, and self-actualization. 

The Wellbeing @ Work Summit delivers strategic direction, advice and inspiration from employers and experts from across the world to help you create a more compassionate corporate culture that delivers results. To know more about the FOW Future of Work Insights platform around the world, click here: https://fowinsights.com/

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The Wellbeing @ Work virtual Summit Middle East returns for its 5th annual event on 22-24 February 2021

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The summit provides an innovative and experiential virtual learning opportunity for our audience of CEOs, benefit and reward business leaders and senior HR professionals. The information and knowledge gained from attending this event allow the opportunity to make strategic wellbeing and mental health decisions within an organization, supporting our mission to create more flourishing and thriving workplaces. Never before has the mental health and wellbeing of your employees been so important. The Wellbeing @ Work Summit includes keynote speeches, panel discussions, workshops, and fireside chats alongside unrivaled networking with leaders across the Middle East using our AI-enabled matchmaking platform. This is far more than a webinar! An engaging 3-day event providing you invaluable insight and tools to create thriving workplaces.

Key Reasons to Attend:

  • An engaging AI-enabled matchmaking platform to make invaluable connections & host virtual meetings up to 2 weeks before the three-day festival
  • Learn how multinational organizations are creating workplaces where employees thrive in the new world
  • Campfire panel discussions informing workplace change & mental health solutions
  • Middle East-based employer case studies providing the secrets to employee wellbeing success
  • International experts bringing best-practice from across the globe
  • Invaluable networking with business leaders from across the Middle East

The Wellbeing @ Work Summit delivers strategic direction, advice and inspiration from employers and experts from across the world to help you create a more compassionate corporate culture that delivers results. The design and implementation of a holistic wellbeing and mental health programme that delivers healthy outcomes and a more productive organization is paramount right now. 

In addition, the results of the extensive Middle East region-wide survey on wellbeing and mental fitness in organizations across the region made in partnership with Cognomie will be presented during the event.

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DECODING FUTURE HR: Global 24 hour virtual event | 19 and 20 January 2021

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DECODING FUTURE HR: Today’s challenges are tomorrow’s trends and opportunities

Global 24 hour virtual event | 19 and 20 January 2021

www.decodinghrevent.com

The world in 2020 has changed to a ‘new normality’ but what’s that ‘new normality’ everybody talks about? Is it here to stay? How is it affecting us in our daily lives in the different versions of ourselves? As a customer, an entrepreneur, a parent, a friend…a worker…

Our job is a key part of our lives and we are indeed living through a fundamental transformation in the way we work. Automation and ‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations are looking for in their people. These momentous changes raise huge organisational, talent and other HR challenges. It has become clear that few organisations are likely to revert to pre-pandemic practices even after a vaccine is found.

Decoding Future HR 2021 is bringing you the ideology of how today’s challenges are becoming tomorrow’s trends and opportunities resulting in HR excellence.

Why you should attend:

  • Learn about the trends and best practices shaping future HR
  • Get valuable insights from expert speakers
  • Share ideas and research to help your organisation reach its goals
  • Understand what do employees want in ‘New Normal’
  • Develop new vision for HRBP and Centre of Expertise
  • Identify, integrate and understand stakeholders to create an intentional employee experience
  • Approaches and elements to leadership development.

Some of our confirmed speakers:

  • Tshepo Yvonne Mosadi , Human Resources Director, The HEINEKEN Company
  • Sarah Tabet, Global HR Director/ D&I Leader | Author for “Inclusion Starts with U”, Schneider Electric
  • Wadah Al Turki, Country Talent Manager KSA and Bahrain, IKEA
  • Lesha Chakraborti, Head of HR – EMEA, Travelex
  • Shaban Butt, Director HR & Administration, The Coca-Cola Company
  • Sajjad Parmar, Head of Rewards – APAC, eBay
  • Katey Howard, VP, Talent Management AMESA, Pepsico
  • Chen Fong Tuan, HR & General Affairs Director, Samsung Electronics
  • Prerna Ajmera, Senior Director, HR Experiences and Solutions, Microsoft
  • Václav Koranda, Vice President Human Resources / Member of the Board of Directors, T-System
  • Amy MacGregor, VP Employee Experience, Global HR, Manulife
  • Adwait Kashalkar, People Analytics and Programme Management Leader, APAC, Mastercard

Click here to view all speakers: www.decodinghrevent.com/speakers

At Wisdom we remain positive that ‘normality’ will soon return and that we will be able to physically meet together once again as speakers, delegates and sponsors at our beautiful venues around the world. But meanwhile, life continues and we need to keep in touch and learn from each other. This 24-hour virtual event will be of great benefit and value to your businesses and its continued development during these challenging times. While this virtual event comes at a lesser cost, it provides for now a wider reach into an international audience, with flexibility of access to content as well as allowing you to have the same opportunity as at a face-to-face session for one-to-one business meetings. We look forward to welcoming you in January.

Date and time: 19-20 January 2021Where: Virtual engaging platform
  Further information and bookings: www.decodinghrevent.com        Contact:
marketing@wisdom.events   #WSDM_BI
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