Mistakes in the recruiting process – How to scare away specialists

Mistakes in the recruiting process - How to scare away specialists

From a company perspective, a lot can go wrong in the recruiting process. You should avoid these seven mistakes so as not to deter IT professionals. […]

The shortage of skilled workers ensures that numerous IT jobs in Germany remain unfilled for months. If you go in search of a talent and maybe even get his attention, you should make every effort to ensure that it does not disappear again. Mistakes in the application process can quickly lead to the fact that the valuable specialist loses interest and turns to one of the numerous other potential employers. The following seven mistakes should be avoided at all costs.

You make the first mistake before the actual application process even begins: You don’t worry about your employer brand, your employer brand. This is often accompanied by the attitude that one’s own company is an attractive workplace anyway – without the need to create suitable conditions or incentives for it.

If too little or no attention is paid to the topic of employer branding, this can result in the applicants missing out altogether. Before applying, the talents will use all channels to find out about the potential new employer. These include, for example, the company’s own career page, social media profiles and employer rating portals.

If these channels seem unkempt, outdated, have spelling errors or do not give a coherent overall picture, then this weakens the employer brand. When it comes to employer branding, the first impression counts. That’s why you should do it right – and make sure that your career page and your social media profiles are convincing.

Admittedly, the range of possible errors in the job advertisement is quite wide. Of course: Here, too, it is rather disadvantageous if spelling mistakes accumulate. But this is not the only potential exclusion criterion. Bad job advertisements are boring, imprecise and leave the reader in the dark about whether the position would suit him or her. Even a job advertisement that is significantly longer than one page or has a clear imbalance between the requirements for applicants and the benefits offered by the company is an absolute no-go.

When choosing the job title, mistakes are also often made: it is often too complicated or simply absurd. However, many job boards are searched for certain keywords; if you do not use them when writing the job advertisement, the ad will not appear in the search result. Think and feel your way into your candidates and think about what information you are looking for, what requirements you have and how you can best meet them. If you put your potential applicants at the center of your efforts, you will automatically do a lot of things right.

Sure – you only want the best for your company and that includes the best employees. But are they really characterized by numerous qualifications? Too high demands in recruiting can prove to be a big mistake that can delay or even completely stop the hiring process. When writing the job advertisement, you should carefully consider which wishes are indispensable and which are rather difficult to realize.

In addition, the relationship between the requirements and tasks described should always be recognizable – otherwise many candidates could be deterred from their job profile and refrain from applying.

Especially when looking for IT experts, you should find out which requirements are actually necessary on the part of the applicants: Does it really take a completed computer science degree to fill the vacant position? Or is knowledge learned elsewhere sufficient? Some skills can also be acquired on the job – which a new team member who is passionate about your company will certainly do.

Applicants today attach great importance to a fast and well-organized application process in recruiting, otherwise they will refrain from applying. Therefore, you should think carefully about which application forms you would like to allow and offer. Also, application forms that have weak points, ask too many or even the wrong questions and thus make the procedure too complicated should be avoided. Long loading times or technical errors as well.

If you want to make it as easy as possible for your applicants, make one-click applications possible. In this case, interested parties can submit their profile data directly from career networks such as LinkedIn or Xing to the company to apply for an advertised position. This means a significant time saving.

Many companies scare away their candidates because they take too long to respond to received applications, make an appointment for an interview and then give an approval or rejection. Keep in mind: the fewest job seekers apply exclusively for one position. If another company can offer a faster and smoother process, you are most likely missing out.

When it comes to speed, the rule of thumb is: you should not need more than 48 hours for feedback.

Many companies still assume an employer market. This means: you expect to be courted by specialists who want to get hold of the vacant position. What you don’t see is that the shortage of skilled workers has already caused a turnaround some time ago. The employer has become an employee market. So it is up to the companies themselves to woo the valuable talents and thus win them over. The decisive factor is often the appreciation that companies show to their applicants.

But here, too, mistakes often happen. For example, if a candidate does not have a permanent contact person to whom he or she can contact and who regularly reports with updates. A lack of feedback and a non–transparent design of the application process also have a negative impact – because your candidates deserve to know where they stand.

The talent has agreed, the contract has been signed. Recruitment is over, right? Not quite, because one of the most important sections is just starting now: onboarding. Good and efficient onboarding means integrating a newcomer quickly and into the new working world and team environment. If the training of the new team member is underestimated, it may be that he will leave the company after a few weeks or months.

Structured onboarding therefore serves to prevent such a negative development. The aim must be to take the individual needs of new colleagues into account in the best possible way. For this purpose, it is helpful to make enquiries with applicants in advance. After hiring, one-on-one meetings can ensure that common expectations and goals are coordinated and that employee retention is ensured by familiarizing and assisting suitable team members.

*Josef Günthner is co-founder and Managing Director of Paltron, a recruitment consultancy specializing in the IT industry.

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