Recruiting in China

By Frank Mulligan - Recruit China

In a War for Talent market like China you might want to consider your hiring process your Number 1 priority.

You can run as many Six Sigma FMEA projects as you like to improve quality and speed of hiring but sometimes it¡¯s just easier to tell line managers what they should not do. It¡¯s a quick and dirty solution that might give you time while you work out a more detailed, nuanced approach.

This advice is specific to what line managers in China should not do but it could just as easily cover other hot markets likes India or Ireland. Please copy, paste, modify and email as you see fit.

Top 10 Things Line Manager¡¯s In China Should Not Do

Do not wait more than a few hours before you begin to review applicant emails or online application links sent to you by your internal Recruiter.

Do not wait more than one day to respond with a decision about which candidates you want to actually meet. Recruiting is sales and you wouldn¡¯t keep a hot sales lead waiting, would you?

Phone screen all applicants and take the time to cull unsuitable candidates. Aim to bring in only two to three people and hire one.

Don¡¯t assume anything. Tell your Recruiter in detail why you thought his/her presented candidates were unsuitable, or suitable.

Never tell your Recruiter that you will only interview when he has enough candidates ie. more than 4. Interview what he presents now. If you wait more than a week you are likely to lose the current slate

Never miss interviews unless it absolutely critical. When you have to reorganize timing, be flexible and show the candidate that this is not how you normally work. Above all pay them the respect they deserve.

Once you have decided that someone is suitable, get an offer to them within a day or two. If you cannot do this, ask why, and take steps to ensure you are ready the next time. HR can support you with standard contracts etc.

Do not allow yourself to be unduly influenced about not hiring someone. On the other hand if everyone agrees act fast, the time for thinking is over.

Communicate with the successful candidate at least 5 times before he comes on board and meet him at least once. This is not HR¡¯s job.

And finally, be there when the candidate arrives for his first day and make sure you have thought through what you will do with him for that first day.