Blog Post

4 domande per individuare il talento che la tua azienda sta cercando!

Franco Gementi

Regional Sales Manager

Se le aziende non riescono ad attirare abbastanza candidati qualificati, non bisogna prendersela con i siti specializzati, i selezionatori, le HR o addirittura con chi cerca lavoro. Forse è arrivato semplicemente il momento di ripensare l’intero processo di selezione.

Il tradizionale curriculum cartaceo comunemente utilizzato per la ricerca di lavoro è stato introdotto negli anni Quaranta e, ancora oggi, nonostante il passaggio al recruiting online, molti non fanno altro che limitarsi a prendere la vecchia domanda cartacea e digitalizzarla, lasciando ai responsabili della selezione del personale poco margine per distinguere in tempi rapidi i candidati più capaci e ambiziosi nel mare magnum delle domande di lavoro che ogni giorno vengono inoltrate alle aziende.

L’ultima cosa da fare in un mercato del lavoro così competitivo è rendere sgradevole e inutilmente macchinoso il processo di candidatura e selezione.

Un problema non da poco – e spesso taciuto – è che i candidati qualificati sfuggono in larga misura al cosiddetto recruitment funnel letteralmente l’ “imbuto della selezione”, nel quale entrano tutte le domande di lavoro ed escono solo quelle ritenute idonee.

Secondo il pensiero tradizionale del management e delle HR, lunghi questionari sono utilissimi per eliminare i candidati non motivati perché essi non arriveranno mai a compilare tutti i campi presenti, mentre i veri talenti saranno disposti a dare tutte le informazioni richieste. In passato questo tipo di approccio aveva una sua logica e funzionava, ma oggi non è più così.

Secondo CareerBuilder, infatti, il 60% di chi cerca lavoro interrompe a metà la compilazione dei questionari online se li giudica troppo lunghi o complessi.

Dal punto di vista del candidato, velocità e reattività sono essenziali per una buona esperienza. In questo, le HR devono apprendere una lezione dal marketing e dalle vendite. Sul mio cellulare posso chiedere un mutuo, ricevere un preventivo da un’assicurazione o parlare con un medico, ma quando si tratta di cercare lavoro mi tocca raccontare tutta la mia vita compilando un interminabile questionario online.

Cosa fare allora per rendere la fase di ricerca del personale interessante per la moderna forza lavoro?

Iniziamo con questa domanda: di quali informazioni abbiamo assolutamente bisogno per scartare un candidato o, viceversa, riconoscere un dipendente potenzialmente valido? Ci interessa davvero sapere il suo nome? Davvero sapere che il candidato si chiama Andrea Rossi o Maria Bianchi ci è d’aiuto nel qualificarlo meglio? La risposta è “no”. Anzi, potrebbe, al contrario, fare emergere qualche pregiudizio inconscio.

Ecco, invece, quattro informazioni veramente necessarie.

1) Identificazione

Un numero di telefono o un indirizzo email sono più che sufficienti. Averli entrambi è comodo, ma non essenziale. Tutto quel che serve è un sistema per contattare il candidato se avrà superato la selezione in base alle risposte fornite al questionario.

2) Formazione

Ogni domanda del questionario dovrebbe aiutare a determinare se il candidato risponde effettivamente ai requisiti minimi della posizione. Potrebbe essere sufficiente chiedere qual è il titolo di studio più elevato ottenuto prevedendo una checklist da va da “scuola dell’obbligo” a “laurea”. Non è in fondo questo che ci interessa sapere? Altre informazioni, come il nome della scuola o il tipo di laurea potranno essere chieste in un secondo momento, una volta appurato che il candidato soddisfi i requisiti minimi.

3) Esperienza

La posizione richiede un numero minimo di anni o un particolare tipo di esperienza? Potrete semplicemente porre una serie di domande con risposta obbligata, come ad esempio “hai almeno 5 anni di esperienza?” oppure lasciare degli spazi da completare se richiedete competenze particolari.

4) Motivazione della candidatura e autovalutazione

Ancora una volta, concentriamoci su quello che è necessario sapere. Quali sono le motivazioni che spingono il candidato a rispondere all’offerta di lavoro? Perché il candidato ritiene di essere adeguato a ricoprire la posizione per la quale si sta candidando?

Ecco fatto! Queste sono le quattro domande che vi forniranno le informazioni necessarie e sufficienti per scartare un candidato o procedere con la selezione.

A questo punto, potrete inviare un’email ai candidati che avranno superato il primo step della selezione e organizzare un colloquio telefonico, chiedere un CV dettagliato o semplicemente ulteriori informazioni. Dopo la prima interazione, i candidati saranno più ben disposti a compilare un lungo questionario e a fornire tutte le informazioni richieste.

Sicuramente, molti selezionatori e manager delle HR continueranno ancora a rifiutare l’idea del questionario breve perché con i questionari brevi il numero delle persone che ne terminerebbe la compilazione crescerebbe in maniera esponenziale. Per gli addetti alla selezione, ciò significherebbe mailbox inondate di richieste la cui quantità renderebbe molto difficile scandagliarle tutte con attenzione. Ecco perché esistono specifici software di gestione delle domande di impiego: utilizzare questi strumenti che la moderna tecnologia ci mette a disposizione significa poter ampliare il recruitment funnel, diminuendo, allo stesso tempo, il rischio di selezionare candidati inadeguati e aumentando le possibilità dei veri talenti di essere assunti.

Related Resources

Want to keep learning? Explore our products, customer stories, and the latest industry insights.

15 Tried and Tested Competency-based Interview Questions

Article

15 Tried and Tested Competency-based Interview Questions

Creating a meaningful competency framework or model is about identifying the key abilities required to improve performance and achieve success. It's why competency management touches many different talent management processes, including talent acquisition. And when it comes to assessing whether a job candidate has the competencies that align with your organization's needs, competency-based interview questions can really help. For example, if your company's life blood is its focus on customer support, then you better make sure that the candidates you are assessing possess the kind of skills required to deliver outstanding customer service and support. The same principle applies for other competencies that might be core to your company's success such as innovation, collaboration, or adaptability. 15 Real-World Examples of Competency-Based Interview Questions We recently asked our customers to share some examples of competency-based interview questions that they've used to predict the future performance of a candidate. Here are 15 questions they shared with us. Customer Orientation What was your most challenging customer service moment, and how did you make the customer satisfied that they'd been heard? Please share an example of when you went above and beyond for a customer. Initiating Action Talk to me about a time when you initiated a people process or program that was successful in your organization. Why did you believe your organization needed the program and what steps did you take to initiate and develop the program? Continuous Learning Tell me about a time you created an error. Tell me what you learned. What was your last work related mistake? What did you do after the mistake? What could have been done to prevent the mistake? What did you put in place, if anything, to avoid making that mistake again? Have you ever championed a process or a program that failed to take hold in the organization? What steps did you take, and how would you change your approach the next time so that your organization would integrate the initiative? Adaptability Tell me about a time when you were faced with a challenge and you were unable to meet the deliverable. Tell me about a time when you were working on a project and things did not go as planned. How did you complete that project? What have you done when you have run into significant obstacles or barriers that were blocking you from what you were trying to accomplish? Give a specific example that captures your approach. Collaborating and Valuing Difference Please describe the most recent thing you have done at work that demonstrated your willingness to work with others. In order to create a spirit of teamwork and unity, how do you show appreciation for diverse backgrounds and talents of others? Tell me about a time when working as part of a team seemed like a challenge and how you overcame the obstacles. Stress Tolerance Describe a project that had a lot of moving parts and how you handled it. What was the most difficult day EVER on the job (can be any job you've had), why was it the most difficult day and how did you handle it? Operational Decision-Making Tell me about a time when you did not have all of the information you needed to complete an assignment or project. How did you proceed? A big thank you to our customers who are always so generous with their experience and expertise. In particular, to the following customers whose questions were used in this article: Aircastle Advisor Bank of Queensland Builders Mutual Insurance Company CGB Enterprises ECI H.O. Penn Machinery Co. Kershaw Health, Killian Construction Co. Mag Pellet Richland County Public Library SGT Inc. Solix Inc. Southern Careers Institute Southern Management Corporation Swope Health Services

PROFILE OF THE MONTH: Andrea Sennett

Blog Post

PROFILE OF THE MONTH: Andrea Sennett

It is becoming a great tradition to tell the stories of some of our amazing team members in the blogs under the umbrella “Profile of the month”. We kicked off with Sarah Spence, sharing with you all her incredible successes within the business. After that we had Gary Evans who spoke up about gender balance and how he manages modern challenges as a team manager. And now, I am delighted to introduce you to Andrea Sennett, Senior Content Partner Manager, EMEA, who has been part of the Cornerstone family since 2013. Hope you enjoy this conversation between Andrea and myself. I’m responsible for… acquiring new partners in the content ecosystem and ongoing management of our Content ecosystem in EMEA. I got here… thanks to Gary Evans! He used to be my client in the olden days when I was at Thomson NETg and he was at Direct Line (20 years ago!). He pinged me an email on LinkedIn pretty much 7 years ago and you know the rest! My typical day… it’s so diverse. I can be talking to potential new partners, handling pricing negotiations with our partner network, speaking to internal teams about what we offer, working with Content Operations’ to get partners ready for sale or presenting to clients! Not one day is the same as the next and that’s what I love about it! My most memorable moment… shaking Princess Diana’s hand as she opened a hospice when I was 11 years old and went to see her with school. Closely followed by sitting less than 5 meters way from Bill Clinton at a charitable dinner. The worst and best part of the job… honestly, I adore my role here. As naff as it sounds… I am going to say the worst part is having to use Salesforce! Clearly the best part to me are the people. Pretty much everyone I work with internally and externally are simply awesome. My funniest/worst and best trait… my dislike of bad manners 😊 and I am not afraid to tell someone when they have been rude! My best trait is tenacity and willing to have a voice. Watching Adam Grant I realised why I am so very often underestimated… I am a ‘Disagreeable Giver’ and proud to be one! How come you’re so good at giving presentations? I know what I don’t want to listen to, and I try not to put others through it!! People buy from people and even though I am not in direct sales that fact has always stuck in my mind. I work to understand my audience and aspire to never read a deck, only have it as a background filler! I like to tell a story. Why do you think W@C is an important network? I was told early in my career: “You need to realise life isn’t fair”… My response, “It doesn’t mean I can’t aspire for fairness!”. At the time, that moment taught me that speaking out like that was actually a career limiting move for me! Fairness in my mind comes from the heart of everything in life, not just being female. To have a network like W@C that I can be part of to channel that voice and progression towards fairness gives us a collective voice and helps us to be heard. If you want to join the Cornerstone family, check out our careers page and apply for your dream job today!

2019 Nucleus Research talent management value matrix

Research

2019 Nucleus Research talent management value matrix

As organization's look for new and better ways to engage their employees, foster cultures of continuous learning and development, and build agile workforces of the future - technology certainly plays a big role. But evaluating talent management technology providers can be challenging. Who will deliver the most value for your investment? Cornerstone named a talent management technology "leader" In the 2019 Value Matrix, Nucleus has assessed select talent management vendors based on their product usability and functionality as well as the value that customers realize from the capabilities of the product. "Cornerstone OnDemand continues to be a “one stop shop” application for all facets of talent management." Investments in machine learning and predictive analytics have contributed to Cornerstone's leadership position in the 2019 Value Matrix. The use of machine learning allows the Cornerstone clients to regularly analyze employee information and learning activity so that they can deliver relevant content aligned to personalized learning journeys based on platform recommendations. You can that see Saba Software, who Cornerstone acquired in April of 2020, is also placed in the “Leader” quadrant, further solidifying our place as an industry leader and value-packed solution provider. Download the report and see why Cornerstone was cited as the top leader for both usability and functionality in the 2019 Talent Management Technology Value Matrix!

Schedule a personalized 1:1

Talk to a Cornerstone expert about how we can help with your organization’s unique people management needs.

© Cornerstone 2022
Legal