Wednesday, February 10, 2016

Changing Role of HR and Executive Search in India (as featured in NHRD Network Journal)

Modern management in India can be said to have started with the introduction of the Factories Act in 1881, which brought in previously unheard of concepts like weekly holidays, fixed wages and hours of work. It was in the early 20th Century that various laws were passed, which brought into play the Industrial period and the advent of personnel management and Industrial Relations as part of the human resource management in the workplace. Some of these were the Trade Union Act of 1926, Payment of Wages Act, 1936 or the Bombay Industrial Relations Act, 1938.
Post-independence, India was marked by rapid growth in industrialism, with the rise of many Indian family run companies. It was in the 1990-s finally, with the Rajiv Gandhi led government and the financial
brains of Dr Manmohan Singh, that India first started on its way to become a truly industrially developed, well-balanced, well-managed, talent-oriented society, where Human Resources started getting its due importance.
The shifting focus of the company from a simple hierarchical structure of boss and employee to a complex dynamic of a changing population, trying to survive in a highly competitive market means that managing the human factor has become the most important aspect of any business today. People are seen to be the most important asset of the organization. Human Resource Management has now become an integral part of every company, from eCommerce to manufacturing. It is now clear that a motivated employee is a productive employee and to improve the performance of the individual and in effect the whole firm, the creation of the happy employee has become imperative.
Leading studies suggest that changes from a regulated environment to a free- market driven, liberated environment, has definitely changed HR practices in India. Restructuring and increased competition has made it important for companies to look at their people practices. Professionalising a work force, dealing with changes in competition, need to build capabilities and increased need for good leadership were all need of the hour. Add to it the emergence of the MNC, which had more than just basic HR practices, made it imperative for companies to improve motivation, quality and functioning of teams so as not to lose their leading talent.
India has the youngest population in the world. Almost half of her population is aged less than 25. And they are all entering or about to enter the Indian work force. What this means for a company is complex and demanding, especially for its HR department. Every generation has its own requirements. The Gen Y as they are called, don’t just want more money, but also more growth and more learning opportunity.
The ever changing nature of technology in today’s world is a far cry from the employee of old, the desk worker who would be doing the same thing for decades. Now new technology needs to be integrated into the system at the speed of light. Hence, the two pronged need to hire people with the right skill set, and to train individuals in the right skill sets. New technology also means the rise of the innovation generation. By definition innovation means non-traditional. Add to it, this is also the era of the knowledge worker- the professional who uses knowledge as capital- like a software engineer. A survey by Ranstad this year has shown that companies all over the world, and also India are going easy on the hiring of knowledge workers, the reason being that hiring them in a world of inflated work profiles and over loaded information is tough.
Thus we are dealing with HR issues across the counter, starting from the right hiring practices, to retention, development, training to creating innovative solutions to cultural problems arising in the company. Thus managing constant change in the work environment is now basically the job of the HR Manager. The Human Resources department of the company is expected to deal with roles such as retention of talent, development and training, and strategizing in terms of employee engagement and more importantly people issues related to the merger and acquisitions which Indian firms. The HR Head is now as important as a CFO to the company. OD or Organization Development now held as much importance as Marketing.
In the modern evolved corporate world, Strategic HRM or SHRM now handles a very strategic function dealing with performance management, balanced scorecard, competency mapping, talent development, retention policy development and overall skill and leadership mapping in the organization which would lead to a proper leadership pipeline.
Consider these examples: Tata Group has always been known as a front runner in best practices of HR. they have the Tata Management and Training Center which brings together employees for training which helps in binding them into a stronger force. GE has its international development center at Crotonville and their leadership development program is custom made for their Indian executives. Companies like HUL, Cognizant, Infosys have roped in their heads of HR to be the champions of leadership training and development of their employees, and this, in turn has proven to be a massive retention tool for modern corporate India.
How executive search has slowly become an imperative to corporate HR, from a placement firm to becoming partners in talent management
To deal with the ever changing nature of the business environment and productivity issues many companies have taken a two-pronged approach. Firstly many of them, especially IT firms are opting for temporary staffing, where professionals on the “bench” can be deployed at any given point. The other is the use of consultants for many HR functions like training and development, hiring, and OD.
Starting at the end of the 1990-s and the beginning of the 2000-s decade, the outsourced recruitment industry has emerged as a major force. Now the industry consists of freelancers, small and medium sized firms, large Indian companies and MNCs like EgonZehnder, Heidrick and Struggles, Russel Reynolds, Korn Ferry, Spencer Stuart, Aon Hewitt, Kelly Services, Manpower Group, Ranstad etc.
What started with the development of placement firms in earlier era, became differentiated from senior management hiring, which companies realised, required quite a different set of skills to fulfil, like competency mapping and competency based hiring, and career counselling. The fledgling senior “placement industry” reinvented itself in the 2000-s as specialised or boutique head hunting or executive search firms. Even one of the oldest firms in HR in India is ABC Consultants started in 1969 by Bish Agarwal, reinvented themselves when they launched their
Chairman’s High Circle and head Honchos portals, aimed at hiring senior management and executive search. Firms now have their own portals, and some executive search firms like Korn Ferry have ventured into mid-level management recruitment through subsidiaries (in this case Future Step).
I have been part of the Executive Search Industry since 1996, and in those days this term didn’t exist and people associated us with placement / recruitment sector itself. It was indeed challenging to educate CXO’s regarding the benefits of Search including the retainer driven fee structure. It always came as a premium because the process was indeed different than the methods used by Placement firms earlier.
It is important for HR professionals and line managers who hire, to know the difference between placement agencies and Executive Search. Placement agencies usually handle medium and low level vacancies in their client companies and they deal in bulk. They usually have a cache of job searchers in their database. Some placement firm have large databases where they have a steady supply of job applicants. Many use job search engines like or to build their data base. The firm receives a mandate from their client, and the recruitment executive goes to work on the database, matching the profile with the requirement. At lower levels, there are usually scores of professionals in a particular field who would fit into a particular job requirement. These CVs are then sorted and sent out to the client, who goes into the interview process from there. The catchword here is number. For instance, for 5 Manager level positions for an Insurance company, there would probably be 5 to 6 placement agencies vying to have their candidate make the cut and get selected. So the more number of profiles they send, the more chance of success they would have. Once the hiring is done, the agency is paid for each person hired through them.
Executive Search which is also called head hunting or retained search, works on a completely different platform. While the placement firm model works best for junior and mid level positions, the executive search model works for senior and board level hirings, where you are looking for leaders and superheroes, and not just worker bees. The number game does not work here. An executive search firm works on mandates which are usually exclusive to the firm and they are retained for the period of the assignment. Which means that one firm will work on one CXO position exclusively in a time bound fashion. This is done to avoid dilution of the importance of the position. You would not like to have your next CEO to be approached by 2 or 3 consultants touting the job.
Executive search also does not use a ready made database. Different executive search firms use various methods of contacting potential candidates for a given role. One of these is networking. Top head hunters have an enviable network of senior level professionals. At Spearhead Intersearch we use a lot of back ground research for any position. Therefore what the client gets is not a bunch of profiles who are looking out for a change, but a lot of candidates who are happy in their present jobs and were not actively looking out for a job change. Thus the pool of candidates increases a great deal. Also the employees who are happy enough not to be available on a job site are the kind of people a client would want at the helm when we are talking about productive difficult-to-reach talent.
When we started off, convincing potential clients about Executive Search was a challenge; candidates were not used to a professional exclusive recruitment firms. These were some of the initial hurdles we faced in setting up. Eventually clients, candidates and the entire HR eco system saw value in hiring Executive Search firms which led this industry to a rapid growth. Compensation Structures became aggressive, Indian managers were in Global demand, new entities made their India entry and the country got an entire new recognition in the late nineties. The end of the last century also saw the first emergence of Start ups and Venture Capital funding. New terminology like ESOPS came into existence which was a great motivating tool to attract talent to the start ups from large established corporate. Unfortunately the virtual world of Stocks collapsed and this became a shake out.
With large companies diversifying into newer and newer sectors, the HR department finds it tougher to find the right fit for their talent requirements. The talent pool today is very large and dispersed not only all over the country but globally also. Global auto, luxury group, FMCG or consumer business majors are setting up shop in the country. Many Indian firms with global presence or MNCs in India now require a person who is not necessarily Indian. In demand is also the PIO, or Person of Indian Origin, part of the large diaspora of professionals living scattered all over the globe. This environment requires a complete overhaul of the recruitment system, which a consultant is more equipped to handle.
Thus we see more and more large Indian firms partnering with consulting firms for their hiring needs.
For smaller, innovative, growing companies or start-ups or for the service industry the need is to find the intrepreneur, the self- driven highly motivated Super Men or Women, who would take the company to double digit growth. Here too the selection process is highly sensitive and very complex, with the requirement being a thorough understanding of markets, individualities and company cultures. Again, an experienced consultant is best suited for this purpose.
Even family run organizations are making the subtle move to partly or fully professionalising leadership. While these firms were once solely dependent on referrals for hiring, they are now more open to looking at external partners in their hiring process.
We have many such examples of helping family run organisations to professionalise. One of them was a medium sized Technology Services company. The founder was the sole Head but the HR intervened and wanted to professionalise the entire Senior Management by bringing more robust and innovative practices. Our firm was brought in to manage this transition and identify high quality talent who have made organisations grow from the current revenue of 300 crores to 1000 crores in 5 years. We did screen multiple candidates and successfully hired the CEO and CXO’s who are playing a key role for its growth and expansion. Such kind of examples are increasing and we see Promoter driven companies are equally competitive when it comes to professionalise with adequate compensation, stocks and other measures.
The first decade of the 21st Century saw the emergence of new entrants to the Search Industry. We, as a firm also grew by setting up new offices as every city offered an opportunity for growth and every city had its own cultural professional style. We did realise Mumbai was different from Chennai, Bangalore was more driven towards the technology wave with a lot of Start-ups and Venture Capitalists. Delhi has also been the capital which continued its dominance. Kolkata was still conservative yet has the potential to grow. With a network of 5 offices in these cities it was important to be closer to the client and the candidate. Today we can proudly say, no other Executive Search firm has a presence in 5 cities.
Not just city, the difference in recruitment methods are also driven by the type of industry or size of the company. IT and telecom, as well as the other sunrise industries were more open to trying the executive search model, while old brick and mortar companies are still happy with advertising in newspapers. We recently got called into a financial services company where the HR Head confessed that they had tried filling senior positions with newspaper advertisements, but got flooded with hundreds of irrelevant resumes. With time, many clients have come to value the level of expertise we bring to the table when it comes to initial interviewing and background checks. This also depends on the role the HR department plays in the company.
In traditional firms, recruitment is still handled by the HR department. The rapidly changing face of technology, and the new-fangled hip culture of new IT firms, means that recruiting is now more than just matching CVs. A recruiting manager has to find a “fitment”, a person with the right credentials, who would fit into the culture of the company. Every company is different. Some prefer a shorts and T shirt culture while some wants black tie to approach government clients- it all depends on the firm’s clientele and background. Development of start-ups gave a fillip to this trend. Here was a new crop of firms, flush with investor money, waiting at the brink of an explosion, just looking for the perfect CEO to get their product “out there”. The company admin department was not equipped to handle such rapid and overwhelming changes. Nor are placement firms best placed in this case, to find the perfect candidate from their vast databases. Here is where executive search firms come in to fill that gap.
Today the Search Industry is maturing continuously, with people coming in from different backgrounds either Management consulting, Corporate CXO’s, Senior HR Professionals who all contribute to the efficient functioning of the Industry. World wide, there is increasing pressure on the executive search industry with ongoing recession which influences companies to cut costs. Thus companies are hiring their in house head hunters, one who will have networks, who will trail the industry for the right fit, track movement of key executives important to the company through linked in and other networking websites. Companies now value their own in house tiny teams of head hunters, rather than pay an external agency for the same work. Also, recession has influenced companies to look at “temping” as a viable option. Thus today even CFOs and CEOs are available for short stints, to pull out company from the doldrums or just to see it through a merger.
However, in India, increasing competition within the executive search field has led to improving quality thereby satisfying the clients and candidates and also increasing the acceptance of Executive Search as an Industry and making it as a more organised entity.

Wednesday, August 12, 2015

How to Change Your Career

In a Time Magazine article recently, columnist Joel Stein talks in his usual humorous strain about changing his career. He draws his points referring to the book by Anne Kreamer.


Why Intelligent Leaps and Daring Choices Are The Best Career Moves You Can Make

He writes: There are subtle signs that you’re not advancing at work. Like when you’ve had the same title, salary and responsibilities for a decade. And when your boss thinks it’s a great idea for you to write a column about switching careers. 
Well everyone may not be writing about switching careers but I can think of the situation where one has had the same title, salary and responsibilities for a decade. Am I the perfect candidate for a career change or am the perfect candidate for a career change. 
So do I need to read this book which is supposed to give me all the answers I need to go from thinking to acting? This is what the books website says.
From an analysis of the survey data based on a total of almost 1,000 respondents, four clusters emerged, and thus a Risk/Reward Matrix consisting four distinct occupational types:
  • Pioneers
  • Thinkers
  • Defenders
  • Drifters
Candid stories of professional risk-taking from Sheryl Sandberg, Jim Cramer, Jane Pauley, Po Bronson, Rosanne Cash, Sallie Krawcheck, Anna Quindlen, David Carr, Seth Godin, John Eyler and many more reveal the essential qualities that define each of the four types.  I reveal vital facts that will help readers understand the pros and cons of their approaches to job and career risk, and offers specific strategies that can help each of us flourish in the fluid new workplace. Risk/Reward is a practical navigation guide for making your way through uncharted territory at this unprecedented economic and cultural moment.
So far so good. So now I did some more research on the net. Forbes has a list of 16 questions to answer before considering a career change. They go like this- 
  • What do you want?
  • Do you have what it takes? (meaning the skills for the job you want)
  • What can you offer? and so on and so forth, I lost interest after this point. If any career requires a lot of patience and reading through lists, its clearly not for me. You can go here for the complete list.
So, what do I want? This entails an assessment of my values, how I like to work, what would I be compelled to do even if I dont get paid for it. The answer to the last bit came to me immediately. Nothing. I would not be compelled to do anything but bring up my daughter, teach her, put in effort behind giving her an education which I was hoping her school would but which I see they are not fulfilling. That does not count, does it? Or is teaching a profession I can actually look at? I also like to write, and it does not pay, does it? So what about writer as a profession. But the whole point behind working is getting the money. Otherwise why would I want to work anyway? Is there enough time to sleep ever? All the writers I see nowadays get money by writing (sometimes rather silly) columns, or doing reality shows on TV. While being on TV is not bad, but what is the point behind trying to be a writer if I spend my days trying to market myself for money?
Next, I went to and typed in "what career is right for me" and I went through an online test which gave me these results:
Does harp on 'teachers' a lot. I also tested myself on another site which promised to give me my perfect career. And that said I was perfect for a 'counselor' or 'psychologist'. Another form of saying 'teacher', 'teacher'.
I remember when I was little we had these essays to write in school "What do you want to become when you grow up", and I always wrote Teacher. Seems my instinct was right even when I was 7 years old. 
That settles it then. Dont need the book anymore. I know what I am meant to do!

Monday, June 8, 2015

Bullies in the workplace: Anger Management in the workplace

Recently I wrote a piece on this topic for Times of India Ascent, which was running it as a competition on "Voice of HR" and the piece came out a winner.
The link to the page with the winning article is here.

The idea to write in for this topic came from another project I had undertaken last year which was used for another newspaper report. This came in the form of questions to be answered. Since it was not printed as is, I think I have the right to reproduce the full question answer series here. This was on Anger Management but it also deals with the subject of dealing with bullies of all sorts in the workplace.
Given some workplace situations and how best to tackle them.

·         What is the immediate reaction?
The immediate reaction might be anger and a feeling of revenge. One might even take it to the next level and talking to the supervisor to mediate and solve the issue.
·         How should you actually react?
Refusal to cooperate might just be stemming from a lack of communication or from a conflict of interest between two people. One must try to gauge if there is a feeling of competition or fear of the other person being better. One might be trying to just do a good job but the perception of competition might create a conflict.
In such a scenario, one might want to resolve the conflict of interest. Keeping in mind the other persons needs, wants and desires, one might want to back off for a moment to see if there is a lack of training involved, or if there is any real issue. If the issue is only fear, then one might want to allay the fear by identifying the other person’s interests.
·         How do you do damage control?
The best way would be to show empathy and to align both people’s interests. A frank talk about the conflict of interest might solve the issue in an amicable fashion.
·         What should you definitely not do?
Definitely not increase tensions by taking it on ones ego and increasing the miscommunication. Not to strain the relationship further by not talking about it or by talking about it to others.
 ·         What is the immediate reaction?
One might immediately think of harassment. One might think that one’s boss is bullying. The immediate reaction may be anger and frustration. One might think of resigning or even shouting back.
·         How should you actually react?
If it is a genuine case of harassment or bullying, the first reaction should be no reaction at all. If it is a regular incident, one can gather evidence to support the claim and then take it to a higher authority. One can even garner support from colleagues and fellow supporters.
If however, it is a one off case, and not severe or lasting, one may bring it to the notice of the boss. If the boss had no intention of hurting, he/she would immediately understand if an explanation is given to the innocence of the victim/ employee.
·         How do you do damage control?
Communication is essential. If the issue is harassment or bullying, help should be sought. Otherwise, there should be free and frank discussion with the boss about the behaviour which might dissipate the situation. In case of an apology from the boss, the employee may be gracious in acceptance.
·         What should you definitely not do?
Make false allegation of harassment. If the case is one off and not severe or lasting, this might result in the termination of employment for false allegation. One should never lose ones cool and shout back at a boss. One should also not stay silent and let him/her get away with occasional abuse.

·         What is the immediate reaction?
Resentment and frustration may be the result of work spilling on to weekends or vacations. 
·         How should you actually react?
It is now a common thing to be working on weekends or vacations for many. Sometimes if the vacation is quite long, more than 5 days or so, one might be expected to clear ones mailbox periodically. Also one should realise, people do not remember differences in time zones or movements of others all the time. If it is urgent, try to delegate the work to someone in the know. If it is not urgent, one may want to remind politely that one would deal with this once he or she is back.
·         How do you do damage control?
This is not a potentially damaging situation. If it is very urgent situation which require only ones own involvement, then one needs to put in that work. Otherwise one may either delegate or push the work till the date of return to office.
·         What should you definitely not do?
Shut down all communication especially if it is a long vacation.

·         What is the immediate reaction?
Shock or anger. If the behaviour is chronic then it might lead to bad relationships with the colleague. Take it personally.
·         How should you actually react?
React with dignity. Talk to the manager and explain the situation with objectivity. With the colleague, act with confidence and say that this behaviour is not professional and not appreciated. Remember that it is not personal.
·         How do you do damage control?
Damage control has to be usually done by the rude colleague. Communication is key with one keeping line managers and HR in the loop about chronic rude people. Otherwise, just a frank talk should suffice.
·         What should you definitely not do?
Be rude or nasty in return. Talk behind the colleagues back.

·         What is the immediate reaction?
Frustration and anger. 
·         How should you actually react?
One should always keep a written record of one’s work. This should be shared regularly with the manager at intervals. For credit thieves, one should tackle them directly and correct misconception with colleagues and seniors.
·         How do you do damage control?
Again, communication is required. One should clear misconception among others about the work. One can also talk to the colleague in question and ask him or her to stop the behaviour.
·         What should you definitely not do?
Talk behind the back of the perpetrator. Spread rumours.
·         What is the immediate reaction?
Feeling offended, angry and reacting by saying something in return.
·         How should you actually react?
Usually not to react is the best reaction. The gossip monger/s should be tackled with dignity. It is also important to laugh about oneself to make the situation light and diffuse it. Also one may keep a distance with these colleagues. Remember people bitch when they are jealous of ones success.
      ·      How do you do damage control?
Deal with any rumours being spread by making it clear to all that the behaviour will not be tolerated. If it is a potentially harmful rumour then one should talk to the person it may reach and harm you most, and clear the air. Otherwise ignoring such behaviour is the best way.
·         What should you definitely not do?
Spread gossip or bitch in retaliation.

Monday, May 18, 2015

The "Dark Ages" of Recruitment

I really really loved this blog post from Greg Savage. Truth be told, I was not recruiting before the age of the internet, but surely before it became a 'thing'. Certainly before the naukris and monsters of the world became the universal database, and most certainly before CEOs could post their profiles on linkedin in plain sight of the world and not have any worry about being questioned by anyone. Every senior exec is ASKED to and EXPECTED to have a linked in account, someone who does not is not considered professional nowadays.
In my "dark ages" I was just starting out in recruitment (placement, rather, this was my previous job in a placement and manpower firm) fresh from an advertising stint, still a junior executive in the ranks. We still had files upon files of paper resumes, "hard copies"... only they were just called resumes those days. And we had to sift through hundreds of pages before coming up with 10 or so profiles which would sell. Then we had to mark those paper profiles with our names and date so that no one else could lay claim on "my candidate". Miss out on one and often fights would break out on certain candidates when they made it to the final round. Because we had percentages to fulfill, targets to attain, and unless our guy was placed with the client and money safely home, it would not be counted.
Often a recruiter with years of experience would have his or her own troop of candidates they kept sending to interviews. Since we dealt with entry and middle management level positions in insurance and banking sectors, profiles would be very similar. Get some smart loyal candidates at your beck and call, and you didnt need time to send a bunch of profiles to the client. Often in these industries, at that level, smartness is what the client looked for, and a closure was definite. And often, after 6 months one could easily recycle the candidate as he/she would be right back out in the market and calling you to look for opportunities for him.
Good old days?
Maybe not. Maybe. Greg Savage certainly seems to think so! I myself prefer the ease of google search and monster help, linked in  profiles, and researching anyone and everyone from their facebook to their twitter feeds, right from my home office. Technology has made things more easy, maybe reducing our effectiveness but not our efficiency. Yes we remember a lot less, and we dont rush around as much, but we know more and we can network much much more. Yes things used to be more well stated and urgent, but now ease of communication also ensures less turn around time and more ways of reaching both the client and the candidate. True, now we never switch off. I am on call 24*7 but maybe, just maybe, it is a price I am willing to pay.

Reproducing part of the blog here. All recruiters as old as or older than me would love this. And need I say this- SO SO TRUE!!

1) Qualifying a job order

No one sent you a job description in the ‘dark ages’. There was no 2-line email from a disengaged client saying, ‘send me someone like you did last time’. (And trust me, many recruiters act on this type of ‘brief’ right now, scurrying around like headless chooks, busily working hard for the pleasure of NOT being paid!). No, ‘dark ages’ recruiters took briefs over the phone. Or face to face. And the good ones became mega-skilled at qualifying those orders. In other words, working with the client to create a brief that is fillable! They asked the hard questions. They gave advice. They finessed the requirement. To the benefit of all parties. They sold exclusivity and retainers. These are skills lost on most recruiters today, who hardly speak to their clients at all, and try to fill orders by keyword matching candidates’ resumes against emailed briefs. Madness. Take me back to the ‘dark ages’, please!

2) Telephone influence

Listen up! The telephone is the most powerful social tool you have. Yet, so may modern recruiters ignore this weapon of mass placements. And the beauty of the telephone is that it allows you toinfluence crucial decisions. (Decisions so many modern recruiters leave to chance). You try to convince a client, via email, to interview your candidate whose résumé looks a bit patchy. And I will try the same thing on the phone. Want to bet me some money who wins? You send an Inmail or email to a candidate you want to headhunt. Go on. Do it. (Millions of recruiters do only that!). What’s your success rate compared to mine, once I have them on the phone? ‘Dark ages’ recruiters weremasters of telephone influence. It was a beautiful thing to listen to. I mean it. Gorgeous. I am not talking about hard sell. Quite the reverse, actually. I am talking about charm. About reason. About subtlety. About seeking to understand. About listening as an art. About common sense. There is little more exhilarating than being in a room full of sophisticated recruiters making things happen on the phone. Now? Seriously? It’s like being in a public library. Or a typing-pool from the fifties. I have to get up and leave.

3) Telephone screening

I have no time for the data-scientists and other ‘techno-screeners’ who tell us we should usekeyword matching to screen candidates. In fact I see millions of dollars being lost by incompetent recruiters using 5-second résumé screening. Dark ages recruiters knew that an hour in an interview with an inappropriate candidate was a dead hour for them, and for the candidate. But they also knew that a great candidate might not shine through a résumé. So they phone screened. Powerfully, efficiently and with deadly effect. Honing in on great candidates, and gently screening out the less appropriate with empathy and guidance. Now? It’s almost as if actually speaking to the candidate is a dirty thing to do. Sad and costly.

4) Selling candidates

Oh, but now is gets sexy. I am not saying I was a super-star at this because basically I was not that good at anything to be honest, (except kicking a rugby ball, maybe, but that did not help with placements), but one of my best party tricks as a young manager in the ‘dark ages’ was to pick up the résumé of a good candidate that a recruiter was struggling to place, and phone a client to ‘sell them in’. (Any of my ex-employees remember me doing that? Please do tell in the comments below). Yes, I would research the candidate first, and yes it’s best if it’s your candidate, and you know them, and believe in them, but the lesson holds. Dark age recruiters would get their candidates interviews over the phone. Do you remember the scene from ‘The Wolf of Wall Street’, where Di Caprio is unemployed and sells penny-stocks over the phone to ‘shmucks’, as they called them? Well, it’s nothing like that because I told no lies, and you must tell no lies, but it’s everythinglike that because it’s all about phone influence! Today? We have become experts at sending emails with résumés attached. WTF?

5) Urgency!

This makes me want to cry with nostalgia. Urgency! In the ‘dark ages’, if a great candidate came to see you, you knew that if they left your office, you had lost them. Literally in some cases, because they would go across the road to a better recruiter than you, who would move fast and get the job done. But even if they did not go to another recruiter, you had lost them for a day at least. No mobile phone. No email. So the dark ages recruiter was an urgency freak. If the person they just interviewed had the skills, and the client had the need, the two would be put together. Fast! The candidate would be given a coffee and asked to wait with a mag. The recruiter was on the phone to the client in a matter of seconds. The interview created there and then. The candidate briefed, enthused, and if necessary given the train-fare to get there. But wait! The candidate is not in her best interview clothes? No matter. I have seen with my own eyes a great dark ages recruiter take that candidate to the bathroom, and swap her corporate clothes with the jeans of the candidate, and send her off to interview. Got the job too. Today? Are we doing that? Or even thinking like that? Or are we stuck in process to the exclusion of outcome? Hmmmm?

6) Memory!

One of the things I ask recruiters to this day is this, “who are your three most placeable candidates with XYZ skills”. It is incredible how many turn automatically to their keyboard to work out that simple answer with the help of their database. The ‘dark ages’ recruiter could quote you their best candidates in their sleep. They could tell you their skills and their qualifications and their availability. They could remember candidates they placed, and did not place, from 10 years ago. There was no database other than the database of the brain, and memory was a prized dark age recruiter skill. Now? We can’t even remember how to use our database search function in some cases, let alone recall our hot candidate profiles. Digital has made us lazy and hazy.

7) Down time.

In the ‘dark ages’, when we left the office, it was over.
Think about it my recruiting friends. A recruiting job with no Internet. No mobile phone. No database. The working day was hectic, hard and non-stop in the dark ages. But when it was over, it was over. No ‘urgent’ mobile call at 8 p.m. No text with a candidate accepting a counter-offer at 9pm. No ‘urgent’ email to return at 11 pm, and stress over all night. No temp bombing out at 6 am. via Twitter.
When the work was done, the play began.