Change in management is always a challenge. Regardless of where it happens or who it impacts, resistance should be expected. Think of something you use in your personal life: the screen on your Spotify app, a change to the menu in your local restaurant or your train being rescheduled for winter. These are minor and relatively trivial changes but will still possibly trigger an initial negative response. However, once that emotion is dealt with, the benefits will start to be realised and you move on.
How to plan for professional change
Professional change is no different. Your colleagues and peers will have experienced this many times, but critical to the success of this change is the planning. You should:
1. Make sure you provide time for people to unfreeze their brains, and their current assumptions, around the system, process or whatever it is that you are moving away from or improving. Inform them it is happening well ahead of time.
2. Then deliver first class training, communications and engagement by whatever means you have available. However not all are equal, you need to adapt and flex based on the needs of the users.
3. Finally, make sure you measure what your audience thinks about the new world they are in. Ask them directly. Their new set of assumptions will be a good yardstick for the future.
If they appear willing to give it a shot, you have done well and avoided bottled-up resistance further down the road. Although if they are still asking ‘why?’ then you need to go back and readdress the assumptions they had in step one.
What has this go to do with hiring managers and recruitment?
Delivering innovation that benefits many people across an organisation is not easy. The change component will be no less critical here than elsewhere. Hiring managers, especially senior ones will have formulated some very concrete assumptions about what works and what doesn’t for them in terms of delivering the right talent. Meaning you’ll have your work cut out.
Don’t shirk it and don’t be afraid. Be brave.
The reason change in recruitment is so hard is due to one simple fact. The majority of new innovations in talent acquisition – and Elevate Direct is no different – will deliver better talent faster, but some tasks may roll down to the Hiring Manager. This is how it should be but this is where your change originates.
The importance of the right collaboration
An intelligent system will do the heavy lifting but the human element and knowledge of the decision maker needs to be leveraged. Think here of final candidate reviews without the delays, constant chasing, lost emails with CVs attached and other insane tasks that you now want to avoid. Managers need to collaborate at the right time using world class interfaces on any device to move through the process. If they don’t, you stall and candidates ride off over the hill with an offer from your competitor.
Select the right system and deliver it properly to your organisation and you may have a different set of challenges to overcome.
Often when reviewing the performance of Elevate Direct with hiring communities and their support groups, we are told a different story. This is where managers need to be controlled for spending too much time in the system. Yes, they enjoy it that much they get carried away!
We’re working on how to control that issue, but wouldn’t that be a great problem to have?
James Griffin is Operations Director at Elevate Direct with 12 years’ experience in recruitment and IT. James believes that “the landscape for recruitment has never looked so interesting. When you couple the drive for leaner and more efficient recruitment models alongside the SaaS and cloud revolution, you end up with the perfect storm for disruptive technology success.”
Follow him on Twitter @JamesG_Elevate