Much is being written about hiring more quickly and the benefits of a faster process. Unfortunately, people often resist change (even positive change), especially when you try to modify a longstanding way of doing something. This is certainly true in recruiting and hiring. Speeding up the process can be met with intense resistance. Case in point…
At a meeting of a company’s leadership team, Paul thought the idea of fast hiring was “repulsive.” As we discussed how to plan the process, Paul started making passive-aggressive comments. After he said, “What’s next? We’re going to replace our employees with robots, like in that Will Smith movie?” I knew our discussion wasn’t addressing all of his concerns. I asked Paul to explain.
“People aren’t products,” he said angrily. “I can’t believe we’re even discussing such a dehumanizing approach. Picking the right people takes time. Interviews, even if they last all day, are a good investment of our time. We must make sure we’re picking the best people. Besides, good candidates won’t want to be rushed through the process. I’m finding this whole conversation repulsive. I’m sure my team will feel the same way.”
Instead of trying to convince Paul to change his mind, I decided to let him change it himself.
“Paul, thanks for your honesty. I bet you’re not the only one with concerns about a faster approach.” Two other leaders nodded their heads in agreement. “What would you need to determine if this could work for the company?”
Paul thoughtfully paused before responding, “I’d need to see proof. Absolute proof that this will work for us.”
That led to a conversation about rolling out a faster hiring process on a limited basis to start. Two leaders, who didn’t share Paul’s concerns, agreed to test the process. Choosing a job common to both of their departments, we designed a plan and timeline that could be implemented without interrupting day-to-day business. Two other leaders, including Paul, were designated as auditors, outside observers who would monitor and document the pros and cons as the process was rolled out.
I met again with the leadership team after the beginning of the rollout. The two managers testing the process gave updates, sharing mostly positive news. They had made a few missteps along the way; however, both were upbeat. Both had filled two open jobs and lined up several additional candidates in their pipelines as potential future hires.
During their updates, I watched Paul out of the corner of my eye. He spent the entire time looking down at his notes. He appeared angry, even angrier than when he shared his concerns in our first meeting. I learned why when it was Paul’s turn to share pros and cons as an auditor of the test.
“I hate being wrong,” he said. “But, there it is. I was flat out wrong. There was nothing dehumanizing about a faster approach. If anything, it enabled interviewers to focus on people, not process. This shorter, simpler process allowed them to get to know each other better. Our new hires told me they loved our efficient process, and that it was a factor in choosing to work here.”
When recruiting and hiring, speed and accuracy are not mutually exclusive. Nor are speed and intimacy. A well-designed, well-executed recruiting and hiring process allows people to be fully present and have conversations that matter. These interactions build trust as candidates learn they are dealing with confident professionals, and hiring managers discover which candidates are ready to make a job change. This trust becomes the foundation for the employment relationship, one built on a professionally intimate and efficient hiring experience.
To help navigate through resistance as you work to speed up hiring in your organization, take these 3 steps:
Step1
Support people in changing their own mind
Trying to convince someone to see things differently is hard, sometimes impossible. Instead, let him or her do the heavy lifting. Ask a question like I did of Paul: What would you need to determine if faster hiring could work for your team? Integrate the responses into additional questions until you understand the root of the resistance and what will make it go away.
Step 2
Suggest a limited approach
Resistance isn’t always about the change itself. There are times when people want to change but are fearful of the overwhelm it may cause. A limited scope can help. Start with one role; run a short-term test; bring in outside help to lighten the load. By working together, you can drive forward a faster hiring process without driving people crazy with overwhelm and fear.
Step 3
Take the easy way out
Often the path of least resistance is in picking the right person. Seek out an early adopter in your organization, someone who’s known for being first in line to implement new ideas. Work together to plan and execute the rollout. Make adjustments as you learn what works and what does not. Once the speedier process is in place and producing positive results, ask your early adopter to share their experience with others. Nothing enrolls doubters faster than proof positive.
This new decade should include addressing the most vital part of your organization—its people. Having the right people, doing the right things, right when you need them is integral to your organization’s success. That’s why hiring quality people faster than ever is so important. Just don’t go it alone and avoid doing all the heavy lifting by taking the 3 suggested steps. Effective hiring is a team sport. Speeding up hiring requires a team effort.
Meet this week’s Hero of Hiring–Patrick Beharelle. Patrick Beharelle is the CEO of 
We’ve all heard it said that a company’s most important asset is its people. When we say we love a company, what we’re really saying is we love the work being done by the exceptional people in these organizations. Talented employees who do outstanding work are the secret ingredients that make their companies great. That’s why recruiting and hiring is so important. Each person involved in the hiring process is influencing the future of their company. These individuals are also impacting one of the most important aspects of people’s lives—their careers. The individuals who play a role in the hiring process are changing companies and lives, making hiring a heroic act.
Meet the latest Hero of Hiring–Beth Casey-Bellone of BCB Consulting. Beth is a Certified Human Resources Professional and Executive Career Coach who guides professionals in their quest for career fulfillment. During the past 8 years, she has led the design, development, and implementation of a corporate recruiting and human resources program for a company that provides residential services to luxury condominium, co-op, and rental communities throughout New Jersey. Starting with just 20 employees in 2011, Beth has led the hiring efforts of this fast growing organization, expanding the staff to 350 employees. To top it all off, the company more than doubles the industry employee retention average and gets 85% of its hires from employee referrals.
Are you struggling to improve the productivity of your recruiting or staffing team? Struggle no more because in this episode I’ve got 3 steps that will make that problem go away and stay away.
This week’s Hero of Hiring, Natalie Singer, hails from South Africa. As a Recruitment Business Mentor and Trainer for 
Meet this week’s Hero of Hiring–Scott Ragusa of 
This week’s hero has impacted people across the globe, helping fill jobs that improve and save lives. She’s Pamela O’Connor, the Chief Human Resources Officer for Hoyos Integrity Corporation, a secure communications company headquartered in Fort Lauderdale Florida. As a global HR leader, Pam has led the hiring of top talent for emergency relief positions around the world, applying her skill at finding people with the perseverance to perform under pressure and extreme circumstances. She has improved time-to-fill, reducing this metric by more than 45% as a result of initiatives that have significantly increased employee referrals. Employment engagement has also grown under Pam’s watch as she’s overhauled global compensation systems to better align employee expectations with the value they bring to their roles.
Attracting quality talent is vital to every organization’s success. But it’s also harder than ever given the talent drought. That’s why Susanne Mather is this week’s Hero of Hiring. Susanne is helping employers across the globe improve how they attract and retain people. She’s the Executive Director of Australian firm 
Personally finding jobs for more than 10,000 people; running a firm that’s helped 100,000 individuals find jobs; writing 4 bestselling job search books. These are just some of the results of the work of this week’s Hero of Hiring Tony Beshara. Tony has been a recruiter since 1973 and is the owner and president of