Not just a "headhunter": 12 commandments of a recruiter

There are many trainings, schools, and seminars for recruiters, but they pay little attention to the rules and regulations in the profession. Meanwhile, even one violation can ruin a reputation. And sometimes it can seriously harm the people involved. Let's try to formulate the important commandments of a recruiter.

1. Be a consultant to both sides, not a "headhunter"

Human trafficking in the 21st century is not very promising or ethical. Advising, guiding, and helping all parties involved in the recruitment process is what a modern recruiter strives for. Accordingly, you should not insist if the candidate does not see value in the vacancy. And you, having evaluated their motivators, realize that this place is not really suitable for the candidate. It's best to build decent long-term relationships.

The values of this approach:

• we are not limited to one vacancy;

• We understand what is really important for a candidate in a future employer, can assess whether he or she will get what he or she wants in a given company, and advise whether to respond or, on the contrary, to look for a more favorable place;

• Gain the candidate's trust.

2. Adhere to the principles of human 2 human

You need to remember that you are working with a person, not a profile. With their problems, fears, past and future. Do not harm. Do not judge. Listen. Be attentive. Even if it does not meet the requirements of a particular vacancy.

3. Conduct full interviews

End the interview, even if you see that the person is not a good fit for the position. Surround yourself with people who you can contact again without wasting time on another full interview for a new position. Almost every candidate may be suitable for another job.

4. Do not use familiar names

This is not a sign of friendliness. You should address the candidate as "you" unless they have switched to "you" or asked for it. The phrase "Zhenya, let's get acquainted!" voiced to a candidate as an invitation to an interview is unprofessional. Unfortunately, such cases are not uncommon. The recruiter is a representative of the company.

5. Be flexible, fight stereotypes

It is important to assess a person professionally: each competence is confirmed by indicators. This is the only way to do it. Interviewing is a science. Take responsibility for it. Do not judge according to your worldview. Sometimes it is worth moving away from the structured competency interview and applying this practice during a biographical interview with questions that lead and clarify. It is enough just to listen carefully to the candidate and analyze their answers according to the indicators, asking clarifying questions. In the course of his or her story, the candidate may, without realizing it, answer questions that you have prepared in advance but have not yet asked. Each interviewer should prepare them on their own, based on the indicators that the client has identified.

6. Do not think for the candidate

Always ask again, even if a clarifying question seems unnecessary. Because every situation can have a million possible stories with different messages and meanings. Use critical thinking. And study deeper.

7. Maintain confidentiality

In everything: you cannot disclose information obtained during the interview unless it is specifically stated; you cannot take references without warning the candidate about it; you cannot send the candidate's resume to anyone without consulting him or her; you cannot talk about his or her job search to anyone, especially your mutual acquaintances. You can't keep it a secret either.

You need to remember that you are working with a person, not a profile. With their problems, fears, past and future. Do not harm them.

8. Adhere to ethics

Do not ask questions such as "When are you planning to go on maternity leave?", "How old are you?", "How many children do you have?", "Why don't you have any children yet?", etc. Otherwise, you not only look unprofessional, but also violate the law.

9. Be patient

Your task is to connect the two matching sides, not to try to push the square into the circle. Even if you can do it with force and cunning, the corners of the square will eventually come out.

10. To be honest

Be honest about what awaits the candidate after starting work. Otherwise, unpleasant surprises can affect the desire to stay after the probationary period, as well as productivity. Also, be honest about what you expect from your future employee. Knowing in advance about the future, it will be easier for everyone to adapt and establish collaboration, to make a conscious decision.

11. Provide feedback

It's normal to not have time to give each applicant and candidate feedback every 2-3 days throughout the process. And there are as many such processes as there are candidates. Therefore, there is a "saving" phrase after the interview: "Please write to me on your own if you are worried or have new questions, or if I don't write to you for a long time. My functional responsibilities are to help you with everything." Then the person realizes that he or she is welcome and will be helped in such a difficult and responsible task as job search. He knows that he can write it himself. And there is no negative feedback about you. It's not okay not to respond to messages. It is not normal not to give final feedback. But it is okay to share responsibility.

12. Summarize each interview with the candidate

This is one of the most important components of the interview. Indicate which job criteria match and which do not. Clarify how important the last point is to the candidate in terms of percentage. What about the benefits of the job? Apply ABC analysis if necessary (it helps to identify the most valuable, intermediate, and least valuable factors). In this way, you show not only that you have heard the candidate and made conclusions, not just asked questions "for the sake of it," but also help them make up their minds. That you are on their side. You are a consultant, someone to whom they can turn to in a difficult situation.

The role of a recruitment consultant, and this is what I propose to call each other, is more than just finding a resume. Let's do the job professionally. Take into account the interests of all those involved in the project. Identify possible risks in advance and look for ways to minimize them. Your growth is your responsibility. Be sure: if you implement at least a tenth of it, the results will not be long in coming.