Oftentimes (which tends to mean more so than not), I find myself asking my inner person a flurry of pressing questions. Questions like: what makes me tick as a recruiter, where do I get the passion to act from and why do I do the things I do, the way in which I do them? This thought initially occured to me while I was reading Chuka's Liberal Democrat "welcome" letter a week or so ago, and occured again to me a few days ago once I had completed a Skype interview with an applicant who applied to join me at Impact as an Innovation Lead.
These principally are metaphysical and epistemological questions, meaning they have answers in the fundamental roots of meaning. Chuka, who I have a familiarity with, would have asked himself "Why did I leave Labour, only to join the Liberal Democrats?", just as I asked myself, "what kind of recruitment philosophy am I attempting to re-create by scaling this business with a new hire?". The answer will without doubt require one to assess our methods of decision making. There may not always be singularity in our actions, but there should at least be some degree of consistency.
I can't speak to answer the question which Chuka would have asked himself before writing the letter he sent his members, but I can speak for myself and in that sense, the following remains true, at least for now,
Recruitment in my view is about three vital aspects:
- Organizational Development
- Personal Development
While I concur with the view that one cannot organise, without first being organised. I do not abide by the view that you can only recruit on a big budget. In other words, I place principally the idea that the task of recruiting can be an independent undertaking conducted fairly reasonably by lay persons who choose to partake in the extra-organisational dynamic wither it be as a freelancer or as a business owner.
This is all about timing. I was always taught that organisations should be thought of as clouds and not entities. Clouds which are not only intangible but also continuously evolving. The development of the organisation should take place through timely interaction. However, this ideal conflicts with the view that I now harbour, which is opposed to the view I was always taught; that scale could come from anywhere, through informal interactions or through spontaneous activities. Now, I abide by the fact that process is central to value creation.
This is all about learning. As humans we tend to learn from every single person we meet and in that sense, recruitment is fundamentally the business of organised human to human interaction with a specific end. The way we organise that interaction is up to ourselves. Learning can take many forms, I tend to align myself with introverted capabilities like blogging, watching webinars and using resources to acquire the relevant knowledge and skill.
As I have learnt and as I still come to learn, the process of making recommendations is all about who has the best process for doing so, without innovating too far from the original purpose of any particular assignment. E-mail is not the future, so please stop contacting your clients with CVs via e-mail. Good collaboration with a hiring team is always achieved through mutual respect and commitment. Top class recruiters know how to avoid the e-mail trap and to follow a recruiting process through to the point of onboarding, that and nothing else, creates value for the organisation. In other words, build your recruiting strategy on your vision for your business's process and not on contemporaneous technological cloud like approaches like depending on electronic mail. Touche to Dr. Simon Kelly.
Thanks for reading! I also posted this on Medium.