Win-win recruit­ment results is what com­pa­nies want when invest­ing in Human Cap­i­tal. Investors, in this instance employ­ers, are nor­mal­ly look­ing for the best long-term “deal”. It has also become com­mon to call entre­pre­neur­ial employ­ees Intrapre­neurs. This is actu­al­ly what employ­ers should seek from all of their employ­ees from the top down!Intrapre­neurs often act on inno­v­a­tive impuls­es when they want to make changes or imple­ment com­pa­ny process­es, prod­uct designs or inno­va­tion. This may result in con­flict. It is there­fore impor­tant for com­pa­nies to cre­ate an atmos­phere of mutu­al respect and trust among all employ­ees from the very top down before imple­ment­ing intrapre­neur­ship.

Why to Expect Appli­cants and Employ­ees on all lev­els to be Intrapre­neurs?

Intrapre­neurs are large­ly self-orga­niz­ing, self-start­ing and self-act­ing indi­vid­u­als requir­ing lit­tle man­age­ment time and effort from above. They tend to be inno­va­tors and risk tak­ers with­in giv­en lim­its. They are not nor­mal­ly chron­ic “naysay­ers” when change and inno­va­tion is knock­ing at the door.

Imag­ine how refresh­ing­ly inno­v­a­tive and dynam­ic intrapre­neur­ial com­pa­nies could be when employ­ees on all lev­els know their ideas and sug­ges­tions are not ignored and their ini­tia­tives are not already crushed on incep­tion! There­fore all employ­ees should be expect­ed to be inno­va­tors and intrapre­neurs. This of course requires self-con­fi­dent man­agers and super­vi­sors who are com­fort­able with sub­or­di­nates who are inde­pen­dent thinkers, actors and inno­va­tors.

Trust is at the core of recruit­ment!

A pre­req­ui­site for any recruit­ment or job-appli­ca­tion activ­i­ty is to care­ful­ly find out whether one can ful­ly trust the con­tract part­ner. As job-appli­cant this means to ques­tion all aspects of a job offer so that one can be assured that all infor­ma­tion about a job is accu­rate and com­plete. As employ­er, one must be assured that what appli­cants state to be their com­pe­tences, expe­ri­ences, and traits are absolute­ly true.

What makes a job offer or job appli­ca­tion com­pelling and trust­wor­thy?

A job offer stands out if it includes what oth­ers like leave out as e.g.

• stat­ing the min­i­mum pay and ben­e­fit pack­age that can be expect­ed,
• the num­ber of sub­or­di­nates one needs to man­age,
• the bud­get one is entrust­ed with,
• the chal­lenges await­ing a new employ­ee,
• real­is­tic short and long-term career prospects etc.

Such job offers might be more effec­tive in catch­ing the inter­est of tal­ent­ed appli­cants than post­pon­ing this infor­ma­tion to a lat­er stage in the recruit­ment process.

Job appli­ca­tions
are con­vinc­ing and more trust­wor­thy when besides com­mon­al­i­ties per­son­al soft skills and lead­er­ship expe­ri­ences with clear and true income and career expec­ta­tions and pref­er­ences are includ­ed.

Why is job offer trans­paren­cy of utmost impor­tance?

Noth­ing is as poi­so­nous in an orga­ni­za­tion as frus­trat­ed per­son­nel express­ing their remu­ner­a­tion dis­con­tent by cre­at­ing rumors and gos­sip. It is there­fore ben­e­fi­cial for com­pa­nies to open­ly and trans­par­ent­ly inform employ­ees on all lev­els what the salaries and bonus scales are for all lev­els in a com­pa­ny,  includ­ing those of the top-lev­el. Such a pol­i­cy is clear­ly in line with present demands expressed in the cur­rent dis­cus­sions on over­sized remu­ner­a­tion and bonus pack­ages. Remu­ner­a­tion and bonus trans­paren­cy makes it clear to every­body in the orga­ni­za­tion what val­ue is attached to each and all posi­tions with­in the com­pa­ny. This cre­ates peace, moti­va­tion and aspi­ra­tions with­in an orga­ni­za­tion.

Con­fi­den­tial­i­ty is impor­tant for trans­par­ent job-offers and job-appli­ca­tions

To encour­age hon­est and com­plete job offers and appli­ca­tions, com­pa­nies and appli­cants must be guar­an­teed con­fi­den­tial­i­ty in the recruit­ment process as long as nec­es­sary. In the past head hunters were nor­mal­ly used to safe­guard con­fi­den­tial­i­ty in recruit­ment. Online recruit­ment tools have made head­hunters’ ser­vices to appear cost­ly and slow. On the oth­er hand, the job match­ing sites as well as social media tools have often proved not to be accu­rate, trans­par­ent and con­fi­den­tial enough. Thus appli­cants and com­pa­nies are reluc­tant to open up too gen­er­ous­ly and there­by often reduc­ing a ben­e­fi­cial recruit­ment and appli­ca­tion expe­ri­ence.

What must a prop­er recruit­ment sys­tem deliv­er?

A prop­er  recruit­ment sys­tem should be online, con­fi­den­tial and reduce recruit­ment and appli­ca­tion work­load great­ly.

In addi­tion appli­cants should be sci­en­tif­i­cal­ly test­ed for suit­abil­i­ty for a job offer to avoid a Peter Prin­ci­ple process. Appli­cants must also com­pul­so­ri­ly and com­pre­hen­sive­ly state their achieve­ments, expe­ri­ences, expec­ta­tions and pref­er­ences.

On the oth­er hand, the sys­tem should force com­pa­nies to deliv­er com­plete job offers includ­ing min­i­mum remu­ner­a­tion and ben­e­fits pack­ages that are open for upward nego­ti­a­tion.

For appro­pri­ate match­ing of appli­cants with jobs, the man­age­ment and cor­po­rate cul­ture must also be matched with traits, expe­ri­ence and expec­ta­tions of appli­cants. Match­ing and selec­tion must be auto­mat­ic and fast. Com­plete job offers should be sub­mit­ted to gen­uine­ly inter­est­ed and qual­i­fied can­di­dates only and with only the top qual­i­fy­ing appli­ca­tions sub­mit­ted to com­pa­nies for selection.The goal must be a per­fect match of job require­ments with appli­cant com­pe­tence and aspi­ra­tions.

This elim­i­nates great­ly unnec­es­sary selec­tion and admin­is­tra­tion jobs as well as unnec­es­sary inter­views. A prop­er sys­tem must great­ly ease the admin­is­tra­tive, lit­tle pro­duc­tive and cost­ly work­load of recruit­ment per­son­nel.

To learn more about a unique and elab­o­rate online recruit­ment process, I encour­age you to vis­it my web­site www.ceointernational.com.
Best greet­ings
Peter Gruben­mann