Have you ever worked in PR or HR? Or if you haven’t, have you come across any of your friends recruiting for jobs on indeed riverside ca? If so, then I’m sure that at some point or another you’ve seen the awful application form. It is usually a page with a few blanks in it for personal information and one field asking “What would be the most important job attribute to help me succeed in this position?”
The answer to this question may determine whether or not somebody gets an interview. That’s why companies such as LinkedIn, Monster and others provide recruiters with dozens of possible responses.
1. The Wrong Job Description
So why do recruiters use these awful job descriptions when they’re making their recruitment apps? The problem is that they provide them with the wrong job description. Recruiters are told: “Your mission is to hire the best candidate for this position. So you need to know exactly what the hiring manager is looking for. Therefore, the job description is crucial.”
First of all, the best candidate for a position isn’t necessarily the person with exactly the right experience. What recruiters should be looking for is somebody who’s qualified but also a good cultural fit.
When I worked at Google (and I also worked at Apple, but only as a consultant), we were told that every hire has an impact on 20 people: 16 people in his department and 4 more up and down management chains. No matter what he does, every hire has an impact on 20 people.
In my opinion, a good recruiter is not necessarily somebody who defines the job perfectly: “In this position, you need to be able to deal with difficult clients.” Instead, the best way to hire is to focus on getting the right person in the right role.
2. The Wrong Type of Jobs
Companies need to get rid of them! If someone can’t do their job 100% (such as recruiters), then they shouldn’t be there. We used to use HR-type applications in Google when we needed to make a decision on one person’s performance and that was it. We’d do the same for people when we had to make a decision on the hiring manager or manager’s performance. We would use it to help get rid of people.
Now, I’m not saying that you should use HR-type applications in your own organization. But if you’re doing any human resources (HR) stuff at all, then that means that you have a role as a manager. And if you do have a manager role, then you should be measuring somebody’s performance (which usually means somebody else in the organization).
As soon as you have to make a decision on someone, then you should use this type of measurement. But if you’re in a hiring manager’s position, then do not use those silly applications.
3. The Wrong Number Of Questions
The problem with most recruitment apps is that they have too many questions. I’ve seen some that have more than 50 fields asking for different bits of information about the candidate.
That just takes too much time and it’s also an awful user experience. I think that you should include enough fields in your application form to make it fast and easy to fill out. Also, hire a good designer who can make your app look professional.
4. The Right Number Of Questions
It’s hard to give a general number of questions, but I can offer some ideas when it comes to the different types of jobs that you might handle at an organization:
The first type of job (which is usually fragmented) is the job that has people doing a bunch of different things: product manager, visual designer, program manager, HR person etc. So this type of job usually has many responsibilities with many different people working on them. So remember: use one question per area.
Here are some examples of the types of questions that you could use:
1. How would you deal with a situation in which your team didn’t understand what your product manager wanted from them?
2. How would you deal with an angry customer calling in and saying, “I wasn’t told about this refund policy.”
3. How would you manage people who have different views about the future of the company?
4. How would you handle a coworker who’s not as smart as another colleague?
5. If somebody else on your team made mistakes on a project that he was working on, how would you react?
6. What would be the most important thing for you to hear from a product manager before agreeing to pitch their idea?
7. If a project manager decides that he wants to work on it instead of you, how would you handle it?
8. How would you deal with a colleague’s poor performance in the face of negative feedback from senior management?
9. How would you deal with the fact that your boss told another colleague not to listen to your ideas?