eople on the interviewing team often have conflicting information about what the job entails. This is especially true if the focus of the job description is on measurable data (learned skills, experience and knowledge) and not on performance outcomes.

 The hiring team does not often follow the structure of the interviewing questions and if they do, they do not know what to do with the results.

 When it comes time to offer the incumbent a position, hiring managers seem to have little experience nego

After working with and learning from some of the most successful companies in the world for over 20 years, About Recruiting Inc. has seen several challenges facing hiring managers and those people on the interviewing team:

 Most companies lack a formal sourcing strategy and end up hiring the "best of the bunch" rather than THE BEST. In a robust economy or tight labour market, it is commonly assumed that the best people are working. In other words, they are passive candidates that need to be located.

 The wording in typical job descriptions limits the number of qualified people who will apply for the position. Rather than looking at what people are exceptional at, abilities and talents that are instinctive, many companies make their hiring decisions based on what people have learned, acquired and experienced to date.  Most companies only list the “necessary” skills, experience and knowledge required without appealing to the real reasons top talent accept new offers.

 Too many companies erroneously discard top candidates because they do not have all the skills, experience and knowledge listed on the job description. These companies are more focused on processes and procedures and less on the end result.

 Hiring based on emotional biases is common practice. Whenever a hiring decision is based on a subjective element like an emotional bias, the interviewing process becomes tainted.  When an emotional bias is favorable to hiring the candidate, the interviewer often starts selling the company to the candidate.

 Lengthy job descriptions are posted listing desirable skills, knowledge and experience required for the role paying little to no attention to natural abilities and the outcome expected of the job. Someone with all the skills, knowledge and experience does not guarantee a world-class job performance.

 The placement of job advertisements often reaches average candidates shopping for another job, not top talent seeking a progressive career move.

 Hiring managers and people on the interviewing team often have conflicting information about what the job entails. This is especially true if the focus of the job description is on measurable data (learned skills, experience and knowledge) and not on performance outcomes.

 The hiring team does not often follow the structure of the interviewing questions and if they do, they do not know what to do with the results.

 When it comes time to offer the incumbent a position, hiring managers seem to have little experience nego

The wording in typical job descriptions limits the number of qualified people who will apply for the position. Rather than looking at what people are exceptional at, abilities and talents that are instinctive, many companies make their hiring decisions based on what people have learned, acquired and experienced to date.  Most companies only list the “necessary” skills, experience and knowledge required without appealing to the real reasons top talent accept new offers.

 Too many companies erroneously discard top candidates because they do not have all the skills, experience and knowledge listed on the job description. These companies are more focused on processes and procedures and less on the end result.

 Hiring based on emotional biases is common practice. Whenever a hiring decision is based on a subjective element like an emotional bias, the interviewing process becomes tainted.  When an emotional bias is favorable to hiring the candidate, the interviewer often starts selling the company to the candidate.

 Lengthy job descriptions are posted listing desirable skills, knowledge and experience required for the role paying little to no attention to natural abilities and the outcome expected of the job. Someone with all the skills, knowledge and experience does not guarantee a world-class job performance.

 The placement of job advertisements often reaches average candidates shopping for another job, not top talent seeking a progressive career move.

 Hiring managers and people on the interviewing team often have conflicting information about what the job entails. This is especially true if the focus of the job description is on measurable data (learned skills, experience and knowledge) and not on performance outcomes.

 The hiring team does not often follow the structure of the interviewing questions and if they do, they do not know what to do with the results.

 When it comes time to offer the incumbent a position, hiring managers seem to have little experience nego

discard top candidates because they do not have all the skills, experience and knowledge listed on the job description. These companies are more focused on processes and procedures and less on the end result.

 Hiring based on emotional biases is common practice. Whenever a hiring decision is based on a subjective element like an emotional bias, the interviewing process becomes tainted.  When an emotional bias is favorable to hiring the candidate, the interviewer often starts selling the company to the candidate.

 Lengthy job descriptions are posted listing desirable skills, knowledge and experience required for the role paying little to no attention to natural abilities and the outcome expected of the job. Someone with all the skills, knowledge and experience does not guarantee a world-class job performance.

 The placement of job advertisements often reaches average candidates shopping for another job, not top talent seeking a progressive career move.

 Hiring managers and people on the interviewing team often have conflicting information about what the job entails. This is especially true if the focus of the job description is on measurable data (learned skills, experience and knowledge) and not on performance outcomes.

 The hiring team does not often follow the structure of the interviewing questions and if they do, they do not know what to do with the results.

 When it comes time to offer the incumbent a position, hiring managers seem to have little experience nego

the candidate.

 Lengthy job descriptions are posted listing desirable skills, knowledge and experience required for the role paying little to no attention to natural abilities and the outcome expected of the job. Someone with all the skills, knowledge and experience does not guarantee a world-class job performance.

 The placement of job advertisements often reaches average candidates shopping for another job, not top talent seeking a progressive career move.

 Hiring managers and people on the interviewing team often have conflicting information about what the job entails. This is especially true if the focus of the job description is on measurable data (learned skills, experience and knowledge) and not on performance outcomes.

 The hiring team does not often follow the structure of the interviewing questions and if they do, they do not know what to do with the results.

 When it comes time to offer the incumbent a position, hiring managers seem to have little experience nego

eople on the interviewing team often have conflicting information about what the job entails. This is especially true if the focus of the job description is on measurable data (learned skills, experience and knowledge) and not on performance outcomes.

 The hiring team does not often follow the structure of the interviewing questions and if they do, they do not know what to do with the results.

 When it comes time to offer the incumbent a position, hiring managers seem to have little experience negotiating the remuneration package or in dealing with counteroffers.

About Recruiting Inc. has documented a proven three-step process to recruitment that, if followed, is guaranteed to help locate top talent and hire only the best each and every time. This process is called, Recruiting Sourcing Strategies Recruiting Sourcing Strategies™ was born from a multi-dimensional approach to recruiting that saw thousands of talented people placed into top-tier organizations across North America. All positions filled using Recruiting Sourcing Strategies ™ are based on a comprehensive sourcing strategy that starts with a Position Outcome worksheet and Workgroup Interviews. These tools are designed to define performance outcomes and to capture what it is that makes people so successful at what they do.

Once the preliminary profiles are complete, a sourcing strategy that consistently uncovers top talent is developed. Recruiting Sourcing Strategies™ is a scientific way to recruit top talent and one that can be successfully used by corporate and third-party recruiters alike.