"As a business we had not used a head-hunting service before. The reason we decided on this...
1.You will always pay for an advertisement, and they’re not cheap.
An advertisement in Caring UK or the local press will cost you a pretty penny and no one will give you a ‘no hire, no fee’ guarantee. You will pay for your advertisement, even though you may well not find a suitable
2. Online adverts are cheaper. But…
Job boards provide access to hundreds and hundreds of candidates – most of them unsuitable. Trying to find a good candidate via a job board can be like looking for a needle in a haystack. Most job websites allow ‘one click application’, making it very easy for people to apply for jobs, so many people apply for every job, regardless of whether they are suitably qualified. You will still be looking for a needle in a haystack, but the haystack will be much bigger.
3. At any one time, only 5% of people are actively looking for a new job.
If you rely on advertisingto fill vacancies, you will reach only the 5% of people who are actively looking for a new job. This considerably lowers your chances of finding a suitable person to fill a Senior Manager, Care Home Manager or Nurse vacancy.
4. The pool of people who respond to job adverts contains a high proportion of poor
People don’t tend to enjoy doing jobs they aren’t very good at, and employers don’t reward poor performers well. They try to escape by applying for vacancies like yours. If you fill your jobs via adverts, you risk recruiting a competitor’s problem employee.
5. You will receive calls from recruitment agencies.
If you place a job advert, you will receive calls from recruitment agencies offering to fill your vacancy. Recruitment agencies can only recruit from the 5% pool of people who are actively looking for a job (see 3. above). They are unlikely to have a candidate who is a good fit for your role. Headhunting is an entirely different process, which gives you access to 100% of the candidates in the local area and enables you to find the best possible candidate for your vacancy.
6. A high proportion of the people who don’t respond to your advertisement may be
interested in your vacancy.
Most of the best Senior Managers, Care Home Managers, and Nurses are gainfully employed and enjoying career success. Most are not actively looking for new jobs. However, many of them are passive jobseekers, which means if they’re approached in the right way (by a professional headhunting firm, for example). A high proportion of the people who don’t respond to your advertisement may be interested in your vacancy
1. Marital Status
You should not ask a candidate about their marital status. You may ask about factors that may affect a candidate’s attendance at work. You are not allowed to ask about sexual preferences.
Avoid asking whether a candidate has children or is planning a family. You may ask if there are responsibilities which could interfere with attendance.
3. Cultural Issues
You may be tempted to ask about a candidate’s place of birth or religion, based on their name or appearance. This could be seen as potential discrimination. The rare exceptions to this rule are when expertise in a certain culture or language is necessary to fulfil the requirements of the role.
4. Age discrimination
You are not allowed to ask a candidate their age or date of birth. If there is a minimum age requirement for the role, you may for example ask a candidate if they are over eighteen or twenty-one.
Asking a candidate if they have a disability or whether an apparent disability would affect their ability to do a job, could be seen as discriminatory.
1. Not selling the role or the Home.
It’s easy to forget that an interview is a two way process. If you don’t present the role as an attractive opportunity, and your home as a great place to work, you risk losing the best applicants. It is just as important not to oversell the role, and give candidates unrealistic expectations.
2. Asking too many ad-lib questions
If you ask too many ad-lib questions, i.e. questions that occur to you as the interview progresses, you will find it difficult to make an objective decision. Having a structured interview plan, with follow up questions to validate responses will give you objective criteria with which to compare candidates.
3. Hiring too quickly
The damage caused by recruiting the wrong person is likely to be far more significant than the problems caused by taking time to ensure you’re hiring the right person.
4. Basing decisions on personal preferences
People tend to like people who share their views. It’s easy to be swayed unconsciously into hiring someone because they have similar opinions to you about matters which are unrelated to job performance.
5. Not distinguishing between what can and can’t be taught.
e.g. it’s relatively easy to teach someone how to use your home’s computer system, but you cannot teach motivation and work ethic.
Factors affecting job moves are published in the Hunter Human Capital Salary Survey – a systematic analysis of the hundreds of conversations we have with home managers every year.
1. Location of Care Home in context to place of residence.
It’s worth bearing in mind when considering candidates for a management vacancy that managers prefer to work close to home. Candidates who have to relocate or travel long distances may be tempted to leave for a vacancy closer to home.
2. Remuneration package (cash + benefits)
Perhaps, unsurprisingly, the remuneration package is high on the list of factors managers take into account. If you are unsure of what a competitive remuneration package would be in your area, ask our advice.
3. Job security.
Managers take into account the relative security of their current post compared with other opportunities, when considering a job move.
4. Identity/reputation of employer.
Sometimes called your ‘employer brand’ – the way your home is perceived by potential employees is influenced by several factors including reports in the press, and what current employees say about working for you.
5. Working Environment
Covering the physical environment of the home, staff facilities, management culture and interactions with other staff. Promoting a positive working environment is a significant factor to take into account when considering attracting or retaining staff.
If you recruit by placing advertisements or using a recruiting agency, you will rely heavily on information provided in a CV. If you use the headhunting services of Hunter Human Capital, you will only speak to candidates who are in employment and are good at what they do. You will also have the benefit of our considerable knowledge and experience in the care sector.
1. Unexplained gaps
Look carefully at start and finish dates for each role in a candidate’s work history. Any gaps could be periods of unemployment or something worse.
2. Job hopping
If a candidate changes jobs frequently, without any apparent career progression, there is a strong possibility that they will not regard your role as a long term career opportunity.
3. Poor Spelling and Grammar
This indicates that a candidate hasn’t prepared well, also it could be a concern if the role applied for, involves communicating with external bodies.
4. Vague Explanations.
Lack of examples of achievements in previous roles may indicate that a candidate isn’t a high achiever or hasn’t put much thought into their application.
5. Not Specific
A CV which is out of date and contains lots of irrelevant information may indicate that a candidate is sending the same CV to lots of different potential employers, and is not seriously interested in your vacancy.