For accounting departments whose employees have already been stretched thin for an extended amount of time, waiting a month for additional support may feel like an eternity.
However, a recent Robert Half Finance & Accounting survey found it can take at least that long to hire for an open position. Chief financial officers interviewed said it takes an average of four weeks to fill staff-level roles and five weeks for management positions.
While the hiring environment in general remains cautious, employers need to pay careful attention to their staff levels. Many firms have been working with teams that are very lean, but doing so for too long can cause companies to miss out on future business opportunities. In addition, personnel could become burned out, which can result in lost productivity and potentially lead to mistakes and missed deadlines, along with retention issues down the road.
The key to finding strong hires who can make an immediate contribution is having an efficient process in place. Regardless of the hiring environment, professionals with in-demand skills and experience have options, and organizations that don’t move quickly to secure their top candidates risk losing these individuals to other opportunities, including those with competitors.
Yet, finding highly skilled candidates can prove challenging, even when there are many applicants vying for open positions. The quantity of resumes companies are receiving makes it difficult to sort out the best applicants. In addition, talent shortages continue in some specialties, in part due to reluctance on the part of still-employed high performers to leave their current jobs until they see further signs of economic improvement. The situation makes it especially important for firms that are hiring to take special pains to identify the best person for each opening.
Despite the challenges associated with adding new staff, there are solutions. Here are seven strategies for efficient hiring:
• Pay attention to the front end of the process. Create finely tuned job ads that describe the ideal candidate, and post them in targeted places, such as industry publications and professional association websites. You’ll make your job easier because you’ll attract fewer but better-quality resumes.
• Stick to the game plan. Before resumes start arriving, develop a method for evaluating them consistently. Using the job description as a base, make note of key criteria you’re looking for from applicants, and search for those attributes in each resume you receive. Also look for elements that could tip you off that a person is not right for the job. Typos, for instance, could indicate a lack of attention to detail, while vague phrases, such as “familiar with,” could be a sign the candidate does not possess firsthand experience or expertise in the stated area.
• Stay front and center. Don’t delegate the hiring process. You know best what you want in an employee. Avoid delays or, worse, potential hiring mistakes by remaining closely involved from the beginning to the end. Although this may seem overly time-consuming, it can ultimately be even more so if you are not involved throughout.
• Get help. Specialized recruiters can assist you in pinpointing your needs. Their large networks give them access to talented people at the outset of the process, helping you avoid falling behind in meeting business goals and going over budget. In addition, their candidates include passive job seekers employers often are unable to locate on their own, professionals who may not be actively looking but would make a change for the right opportunity.
• Have a compelling story to tell. While the job market remains challenging, this doesn’t mean hiring managers can take the approach that everyone should be overjoyed to work for them. You need to be able to sell candidates on what distinguishes your firm and why they should want to work there.
• Don’t delegate interviews. As the hiring manager, you are the best person to conduct interviews because you will have the most insight into what you are looking for in an employee. As a result, it’s critical to keep your interviewing skills sharp. Remember that you are representing the company and its reputation in the marketplace when meeting with applicants — even those you decide not to hire.
• Avoid delays. When you identify strong applicants, don’t procrastinate. By moving too slowly, employers risk losing their top candidates and extending the hiring process — and the lost productivity that goes with it.
Jennifer Arenas is a regional vice president with specialized staffing firm Robert Half International and oversees several area offices, including the company’s location in Hartford. Reach her through the corporate website at www.rhi.com or contact the Hartford office at 860-278-7170. Robert Half is the world’s first and largest specialized staffing firm.
