Whilst that headline may evoke the image of a corseted slip of a girl kneading udders from her stool, the context has nothing to do with butter, cream or, indeed, any dairy product.
Reducing the churn is just another term for rapid turnover of staff, particularly in reference to larger organisations, where ‘churn’ can prove an issue.
Recruiting staff that are not fit for the role they’re applying for only increases the churn, as sooner or later, the organisation finds the individual is unable to carry out their duties effectively, or the person in question realises it’s not for them and they head for the door. Either way, the associated cost of a poor hire can mount up….the recruiters’ fees are only the tip of the iceberg: a client may have footed travel, hotel and meal expenses, and costs associated with the employee’s training. Even the employee’s termination may incur costs if a wrongful dismissal/grievance is pursued. And that’s without factoring in any relocation costs in the total. The human cost, such as the effect on productivity, morale and customer service, associated with a high staff turnover may not be as easily put into pounds and pennies, but you can bet the knock-on effect could run into the thousands – possibly even the millions.
Suddenly, that churn is significant, especially to agencies that deal with volume recruitment. So what can recruiters do to ensure the only thing their clients ‘churn’ is a greater turnover from the right hiring decisions?
Understand the culture of the organisation
The job description is the easy part; knowing the way the organisation operates - its values, mission and the kind of people already working there - can help you find the right candidates. And not just on paper, it involves meeting them face-to-face and getting a feel for the type of person they are. Have different consultants from your agency interview the shortlisted candidates, so that decisions are not just resigned to one recruiter’s ‘gut feeling’.
Be as specific as you can
Recycling a job description from the last time it was filled obviously didn’t do the trick if it was a role vacated within weeks. Drill down further into the required skills, knowledge and attributes. Are you able to contact the departing employee(s), for example, to find out exactly what duties the role(s) entails in practice – this may be completely different to what their manager believes.
Look beyond the obvious
In the recession, many people had to take on more than one job, or downscale their role to compensate. Recognise that someone’s background isn’t always black and white. Filter CVs carefully, and consider personally interviewing people you may be tempted to dismiss if they have some of the attributes required. Hearing their story in detail may paint a completely different picture of the candidate no CV could impart. Ask questions relating to a candidate’s softer skills, another thing CVs tend not to represent. Pin down the candidate’s career plan; they may be perfect for the role, but if they’re ambitious, they could move on from the position very quickly, adding to the churn.
Ascertain the true benefits
Candidates don’t always look for financial remuneration when applying for jobs; often, perks are to do with hours, aspects of their role, location to work from, etc. If you have a strong candidate that’s asking for some flexibility, for example, consider asking your client if this is possible.
The churn is an important aspect of recruiting: for agencies, their clients and their candidates. Steps taken to reduce the churn benefit everyone. There’s no better testimonial to your agency’s services, if you’re able to match the right person to the right role.
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