I recently read an article about a trend that recruiter friends had already warned me about. I’m referring to the policy of some hiring managers to consider hiring only those job applicants who are currently employed.
According to the article, these managers reason (if you can call it that) that people who don’t have jobs lost them because they weren’t good at them. I guess the whole worldwide recession thing went right pass these folks. So did the fact that technology has completely changed how work gets done today.
For example, there are now whole factories staffed only by robots. These plants have no need for human workers on the floor OR as middle management supervisors and recruiters. If this trend continues, and there’s no reason to suppose it won’t, the managers I’ve described above could shortly be unemployed themselves.
But putting aside the nightmare of robots replacing us all for a moment – let’s just consider the total wackiness of not hiring people unless they already have a job. Why is this a bad idea?
First, it’s not only against the law since it is highly discriminatory, it severely limits your hiring choices. People who are working at other companies and doing well DON’T READ JOB POSTINGS!! Of course, they can be recruited away from their current positions (hence the descriptive nickname for recruiters as “head hunters.”) But when you hire someone away from a job they don’t necessarily want to leave, you have to make certain concessions.
For example, it’s a given you’ll pay these new hires more than they’re making now - a LOT more. They’ll also expect you to match their current employee benefits. We’re talking medical, dental, life insurance, reimbursement for education expenses, and so on. They may ask for the same paid vacation time they had accrued at their old company from the first day they come to work for you. If not, they could demand the option to take an additional week or two off as unpaid leave. (Not to worry though, the sign-in bonus you give them on their first day will no doubt cover this lost income!)
What else will they expect? A BETTER JOB!!!! As in a higher title and more responsibility than they had before. They’ll also be looking for a work space that measures up or exceeds the one they’re leaving. And don’t forget assignments that are at least as challenging and interesting as the job they’re giving up.
Okay. Let’s say you give them a raise, a promotion, a great office and a week’s more paid vacation than you normally grant to new employees. They’ll be happy right? Don’t bet on it. You came after them remember? In their eyes, hearts, and minds, all of these concessions are “OWED” to them. So don’t expect their gratitude, let alone enthusiastic appreciation.
And just suppose this wunderkind you hired turns out to be what is sometimes called “a complete a—hole.” What then? You can fire them, of course, hopefully before the rest of your staff starts resigning. But you’ll be out the recruiter’s fee. And that’s just for starters. The cost of replacing a hire who doesn’t stay at least a year is estimated to be one and half times their annual salary. So congrats Bub! You just cost the company a bunch of bucks, upset your other employees, and have to start all over again to fill your empty spot. Never mind. At least you didn’t waste your time interviewing any unemployed “losers.”
But suppose for a moment that you had been more open about interviewing those who are currently unemployed. Let’s say one of these candidates was actually over-qualified for the position you had to fill but still submitted a resume. For the sake of this discussion, let’s imagine that they had been out of work for nine months and contacted you through a mutual networking contact. How might such a hire go?
Even if this candidate had commanded a higher salary in the past, it’s highly likely they’re willing to take less money now. After all, they probably knew approximately what the job paid when they sent in their resume. If not, the subject surely came up during the interview process, so they’ve had time to adjust their expectations. Nor will they expect to top their last job in terms of title and responsibilities. Instead, they’ll see this position as a chance to prove their worth as they move up the ladder. And if your benefit package is less impressive than your competitors, a person in transition will appreciate what you do have, instead of complaining about what you don’t. Vacation time is also unlikely to be a matter of debate. Their focus is on getting in the office, not out of it.
Yeah, but what about their attitude you ask? After all, the job maybe less interesting and pay less money than they’ve made before. Perhaps they’ll even be reporting to someone who is younger and less experienced. Won’t they be resentful? Angry? Unwilling to learn new ways? Maybe. But it’s far more likely they’ll look at this as a golden opportunity to restart their career. I’ll bet they’ll be the first one in and the last one out of the office every day. I also wouldn’t be surprised if they’re the first to volunteer when extra work has to be done. Then too, since they’ve networked in, you can check their references before you even meet them by talking to the people you have in common. And hiring them represents an immediate savings since no recruiter fee is involved.
Here’s another major plus. Senior candidates have the kind of wisdom you can only acquire on the job. If they’re willing to share this knowledge, younger managers will benefit. In addition, your new hire is more likely to pro-actively find more efficient ways to work than younger employees. Why? Because they’re experienced enough to know that’s how you succeed in your career. Not so surprisingly, hiring such employees is how companies succeed too.
The secret to recruiting great people is to hire candidates who know more than you do. And because this recession has created a talent fire sale, you can get incredible employees for bargain basement salaries. So hire the BEST person for the job – whatever their current employment status. It’s the surest way to stay employed yourself.
Wendy Lalli coaches professionals in transition or who want to advance their careers in their current jobs and writes articles, features, and columns for professional journals and newspapers including the Chicago Tribune and the Chicago Sun Times network. She also has written career advice columns for several Web sites such as www.what collegeforgot.com and gives seminars for associations, colleges, and libraries throughout Chicago. Learn more about Wendy at www.wendylallicoach.com.