How Recruiters Can Help Smoothen Out Relocation Pains

As one of the top placement agencies in Gujarat, at Ethos, we have learned to solve staffing problems by going beyond the ordinary, and doing that bit extra where experts and professionals trust us to provide smooth experiences. This does not always happen by just matching job resumes with job positions, or just because a potential employee and potential employer are ready to negotiate.

Big companies have their own human resources networks and experts, but they still hire us because we manage to deliver where others cannot. And one of our secrets is professional relocation management.

People hire executive search companies only when there is a chance of improvement

Large companies engage in recruitment process outsourcing when they are sure that it can enhance their prospects of acquiring talent, and also because they trust that the recruiter would take care of certain angles, which they themselves would not like to engage in.

Relocation problems constitute a large part of components that traditionally, large companies do not want to shoulder because of numerous complex and justified reasons.

However, without solving relocation problems, recruitment efforts are confined and constrained only to locally available human resources pools – in effect forcing companies to keep moving in circles.

This happens because at certain top levels, the number of true professionals in any given market is very limited. Few of them may be ready to join your company, and fewer may be a cultural fit. Often the only solution, for manpower agencies in Gujarat, is to source candidates from other regional markets, and if necessary, even international markets.

However, experts have a terrible reluctance to relocate, and for prudent reasons. Our job is to spot those reasons and address problems that a professional might have in relocation, even if he or she is agreeable otherwise.

Strategies that help to make relocation agreeable to professionals

In work dealing with overseas recruitment in India, we refined and shaped the following steps, and then begun to employ them even for domestic relocations. Wherever it is possible to have companies agree to our policies, we ensure:

  1. Companies create a relocation policy and relocation allowance
  2. Proactive help is provided for schooling of children of relocating employee at the same standards or better than those presently enjoyed
  3. Support for spousal employment made if relocating employee has a working spouse
  4. Temporary accommodation for the relocating employee and his/her family is arranged during the beginning of his/her tenure
  5. Provide help to gain permanent accommodation when the employee is ready
  6. Provide help in the process of disposing and renting properties
  7. Arrange financial support for bearing immediate costs of relocation, which sometimes might be huge and may not be covered in a stipulated relocation allowance

Remember that there are few companies who could or would shoulder the responsibilities of arranging important things like spousal employment or children’s education arrangements. However, companies know that good recruiters have their own systems to offer support to the right employees, and companies are not reluctant to pay the recruiter, as long as they get the support they need.

On the other hand, keep in mind that even three years down the line, a relocated employee is going to trust the recruiter who convinced and helped him to relocate in the first place, and from questions about where to buy kitchen utensils to how to arrange a home loan the recruiter would be the first person to call. We know this, and provide the support down the line to those who trust us. And this is one of the reasons why we manage to stay at forefront of placement consultants in Gujarat, year after year.

Five Critical Phases of Any Recruitment Interview

This might seem preposterous, but in our work as one of the best recruitment agencies in Gujarat and while collaborating on talent hunts with other recruitment agencies in India, we have found that many recruiters work hard to interview their applicants, but lose track when interviewing face-to-face.

Different humans have different personality traits and capacities of influence, and it is not uncommon to face candidates who can exert enough influence to make an interviewer lose track of his objectives.

This is why, besides understanding the job functions and job requirements of an open position and besides preparing lists of competency based questions or behavioral questions – it is essential for a recruiter to prepare an interview format and keep the interview on track.

Why recruiters use interview formats

Quite often, even experienced recruiters are hit by common dilemmas of interviewing. Which question should be asked first? Should they jump right in with competency based questions? If so, what should be the first question? Should the interviewer begin by providing some information about the job and the company? How much information to give? What is the correct order to give and receive information? How can a recruiter keep encouraging interviewees to keep talking but still keep them on track? How to end the interview?

Preparing an interview format is necessary so that recruiters do not face dilemmas during interviews.

Formats provide structures to interviews. They are beneficial both to recruiter and candidates, and they provide a checklist to interviewers to make sure that all necessary information has been gathered through the interview.

Five main areas of any interview format

Whatever format may be used in an interview, it can generally be broken down into five critical phases.

  1. Introductory remarks: This phase is all about introducing each other and conveying what the candidate can expect for the next hour or so. The tone of the meeting is set during introductory remarks, and while this may seem overly formal, it removes any ambiguities about the content of the interview. It also signals to candidates that the interviewer is in control.
  2. Introductory questions: Questions about an applicant’s work history and education, and how they relate to present job requirements. Other questions related to suitableness of a candidate are also asked during this phase.
  3. Providing information: Providing clear information about the job opening, the compensation package, the responsibilities, and the benefits of the position when working in this particular organization.
  4. Answering questions: Answering the candidate’s questions about the job and the organization.
  5. Informing the applicant about next steps: Ending the interview on a positive note and informing the candidate on his or her next options, or what the organization expects in the next phase. The final stage is extremely important for the interviewer. At this phase the interviewer also has to ask himself or herself: Have I gathered enough information to determine job suitability? Have I provided enough information about the organization and adequately described the job? Have I discussed salary, growth opportunities, and other related topics that the organization wants me to discuss? Have I allowed the applicant to ask questions and receive answers? At the summing up phase, the interviewer not only has to sum up an interview to the candidate, but also to himself or herself for recruitment efforts to be successful.

Actually, steps 2-4 above do not need elaboration to interviewers, but our work with placement agencies in Gujarat show that somehow, most get it wrong in the first and last phases of an interview, and these are the most critical.

There is no set pattern to an interview format, however these five critical phases remain in any primary interview and the sequence between stages 2-4 are altered according to need, or they blend into each other, while the first and fifth stage are left virtually unchanged.

Five Key Interview Questions for Finding a Personality Fit

Different job positions have the need of different personalities. While as the top placement consultants in Gujarat, we are concerned with company culture fits above all else, our work in contractual staffing has given us deep insight into interviewing for personality fits. This is because, during contractual staffing, companies are not so worried about cultural fits, as to whether the personality of the candidate fits the job functions and responsibilities.

In this article we would be discussing five interview questions or question types that help interviewers to assess personality fit of a candidate for a job position.

Broadly, candidates can be divided into three categories or personality types – task focused, colleague focused, and power focused. Task focused candidates are more worried about tasks to the exclusion of most other things, colleague focused candidates are led by examples and like supportive roles, while power focused candidates like control and being in charge of things. According to the job role, we need to select the personality type that would fit the job.

There are some traditional interview questions that help to assess personality fits, and they along with cues to decipher personality fits are as follows:

1. Tell me about your most recent job

In usual responses to this –

The task-focused candidate would give detailed description of the job activities

The colleague-focused candidate would describe personalities of people he worked with

The power-focused candidate would talk of issues where he was in-charge

2. What do you consider as your greatest strengths?

In usual responses –

The task-focused candidate would talk about quality work and doing a good job

The colleague focused candidate would state he likes teamwork and gets along with people

The power focused candidate would state he is able to lead and run the show

3. Why does this job role interest you?

In usual responses –

The task-focused candidate would talk about facing new challenges or things like being able to do things faster or without supervision

The colleague-focused candidate would say he can handle the work because he has done similar work before – or something like it is near my home

The power-focused candidate would stress the role of the job as a stepping stone to the future and having scope of advancement or assuming leadership

4. Give an example of a difficult problem you solved

In usual responses –

The task focused candidate would describe a problem of a technical nature

The colleague-focused candidate would describe a problem involving people and perhaps himself or herself

The power oriented candidate would talk about making a leadership decision or solving a situation by influencing others

5. What do you think are the most important qualities a candidate should have for this post?

In usual responses the candidate would describe himself or what he thinks of himself to be –

The task focused candidate will talk of qualities like dependable, self-starter, honest, hard-worker, and etc

The colleague-focused candidate will talk of qualities like being helpful, friendly, and cooperative and etc

The power-focused candidate will talk of qualities like leadership potential, ambition, growing mentality, ability to assume responsibility and take charge and etcetera

Of course, our work for the last decades as one of the best recruitment agencies in Gujarat has taught us that nothing works according to plan or copybook, but we need to improvise from one situation to another. The questions and responses given here are just a general guide but recruitment agencies in India and elsewhere know well enough to moderate the questions and responses to fit the situation.