We definitely didn’t expect to live through these last years in such a chaotic manner. Because of the COVID-19 global pandemic, within days, hours even, we experienced sudden and unexpected disruptions in our lives.

In these times of uncertainty, many of us can be overcome with fear and anxiety, shifting emotions as we change clothes. But you should know: these feelings are OK!

The stress we are all feeling is natural and, in fact, it is necessary for survival. Stress prepares our mind and body for action and knowing how to use it effectively, is the key to build resilience.

Besides external tools, such as Zoom and other technologies, we all have internal tools on-demand to cope with difficult situations.

Even when it feels paradoxical, feeling positive emotions (love, gratitude, joy) in the midst of a global pandemic can promote resilience. “Resilience” is having the ability to adapt in the face of adversity.

People that are resilient, know how to manage stress in order to optimize performance, engagement, and focus. And most importantly, resilient people allow themselves to REST. Then they repeat the cycle and this, of course, is the challenge. In a state of prolonged stress, as a lockdown and constant isolation, how can we cope?

According to different studies, research supports the following resilience strategies for keeping stress at bay (Tugade, 2020).

Social connection: Keep your physical distance, but stay connected

One of our greatest human strengths is our desire to connect with others and to help in stressful situations.We crave hugs, closeness, and being together. The biggest change in our lives now is not having regular face-to-face social interaction. But what is especially challenging about the COVID-19 pandemic is that there are mental health challenges that may arise as a consequence of the social isolation required from us. In many ways, this viral pandemic may be fuelling a loneliness pandemic (Santos & Zaki, 2020).

And loneliness can be quite dangerous!

Even in the midst of social distancing, however, it is essential to stay connected with others (Tugade, 2020). Be intentional about social media use. Rather than panic-scrolling, find positive channels where you can learn something new, listen to good music, or just play a good online game with your friends.

You may also want to include virtual-coffees, virtual dinners, cooking sessions, happy hours, online group chats — and good, old-fashioned phone calls. Check on your friends and others in your building, your neighbourhood, and let them know you are thinking of them.

Your body’s stress response also has benefits for social bonding. When stress levels rise, our bodies release a neurohormone, oxytocin, which signals a need for social connection and social bonding (Olff et al., 2013). It’s a natural alert to connect with others and to check in on our loved ones.

Beyond the benefits of social interaction, oxytocin also increases pain resistance (e.g. women experience this during labour), because it is also a natural anti-inflammatory that facilitates healing from any cardiovascular damage.

This is the time to be innovative on how to be compassionate toward others. It may be something simple as buying food for a neighbour, but taking time for altruist actions, not only gives us control over the spread of the virus but also strengthen community bonds.

Nature heals: Go outdoors and breathe fresh air

Spending time in nature is restorative and aids stress levels. This is already well known.
The fresh air and open space can provide healing properties, restore mental clarity, and energize people, serving as “fuel for the soul” by increasing feelings of vitality (Ryan, et al., 2010).

Studies have shown that being out in nature can help reduce the physiological effects of stress by lowering heart rate, muscle tension, and blood pressure (Maller et al., 2006). Nature also alleviates feelings of social isolation, as people report stronger feelings of inclusiveness with their community after having been out in nature (Mayer & Franz, 2004). Although it can be challenging given government restrictions, making some time to be outdoors has a vast physical and psychological benefits.

Being in nature may also enhance sensory pathways related to sight, sound, taste, touch, and smell (Franco et al., 2017), each of which can cultivate positive emotions and experiences of tranquility.

Basically, it’s reconnecting with the primitive and free of charge environment, that can heal us in the long run.

Have gratitude: Appreciate the little and big things

Gratitude can be a helpful antidote to anxiety. But what good is gratitude in the midst of our crisis?

Individuals who experience gratitude during high-stress circumstances (e.g., natural disasters, war, campus tragedies) report lower rates of PTSD — post traumatic stress disorder (Chen, 2017; Lies, 2014; Vieselmeyer, 2017).

We can feel and express our gratitude in a number of ways, even when we are practicing social distancing. Take a moment to think about the tireless work of doctors, and emergency medical service staff who are on the front lines of the pandemic.

Gratitude may also arise in more simple gestures. Take a picture of something beautiful and share it. Send flowers to a colleague or health support staff, share something that can promote happiness — it’s not in vain that puppies and cats own the internet.

Beyond the psychological effects of gratitude, appreciation can elicit benefits to physical health as well. People who take moments to reflect in gratitude report less pain, recover from medical procedures more quickly, and have lower blood pressure in the midst of stress.

Be kind to yourself: Practice self-compassion

This is hard: everything has changed, and we’re bound to make many mistakes — especially when we are feeling heightened levels of stress. We tend to panic-buy, hoard, and point out flaws in other people. Such competitive acts in the pursuit of self-confidence can be costly (Crocker & Park, 2004). A better path in times like these is self-compassion.

Self-compassion is treating yourself like you would your best friend, even when they (you) make a mistake, say the wrong thing, or make the wrong decision. We are often compassionate and forgiving of others, and have a deep desire to alleviate their suffering (Goetz et al., 2010; Warren, Smeets, & Neff, 2016), but tough time on alleviating our own. Rather than treating yourself with judgment or criticism when things may not be “perfect” or as they used to be, treat yourself with kindness (Tugade, 2020). Just as you do with your best friends or even strangers, pause, take a different broader viewpoint, and offer yourself some lightness.

Yoga and Meditation practice, also teach us that when times are hard, placing your hand over your heart, taking a deep breath, and exhaling can be super helpful. Slow breathing stimulate the vagus nerve, which signals the parasympathetic nervous system to initiate the body’s relaxation response. It also releases oxytocin (our happy ally), that soothes the cardiovascular system, and incites the feeling of calmness and security. These simple acts offer ease when we may need it the most.

And one final suggestion: Find moments to laugh. Laughter and joy can be among our most valuable tools for building resilience (Bachorowski & Owren, 2001; Mahony et al., 2002; Owren & Amoss, 2014). So choose funny movies instead of terror, laughing instead of crying and soon you’ll notice the difference in your humour and life in general.

References

Bachorowski, J.-A., and Owren, M. J. (2001). Not all laughs are alike: Voiced but not unvoiced laughter elicits positive effect in listeners, Psychological Science, 12, 252–257.

Berman, M. G., Kross, E., Krpan, K. M., Askren, M. K., Burson, A., Deldin, P. J., et al. (2012). Interacting with nature improves cognition and affect for individuals with depression. Journal of Affective Disorders. 140, 300–305.

Bratman, G.N., Anderson, C.B., Berman, M.G., Cochran, B., deVries, S., Flanders, J. Folke, C., Frumkin, H. Gross, J., Hartig, T., Kahn, P.H., Kuo, M., Lawler, J. J., Levin, P.S., Lindahl, T., Meyer-Lindenberg, A., Mitchell, R., Ouyang, Z., Roe, J., Scarlett, L., Smith, J.R., van den Bosch, M., Wheeler, B.W., White, M.P., Zheng, H., & Dally, G.C. (2019). Nature and mental health: An ecosystem service perspective, Science Advances, 5, 1–14.

Emmons, R.A. & Sterns, R. (2013). Gratitude as a Psychotherapeutic Intervention, Clinical Psychology, 68, 846–855.

Franco, L.S., Shanahan, D.F., & Fuller, R.A. (2017). A Review of the Benefits of Nature Experiences: More Than Meets the Eye, International Journal of Environmental Research in Public Health, 14, 864.

Goetz, J. L., Keltner, D., & Simon–Thomas, E. (2010). Compassion: An evolutionary analysis and empirical review. Psychological Bulletin, 136, 351–374.

Ingulli, K. & Lindbloom, G. (2013). Connection to Nature and Psychological Resilience, Ecopsychology, 5, 52–55.

Lies, J. (2014). Gratitude and personal functioning among earthquake survivors in Indonesia, Journal of Positive Psychology, 9, 295–305.

Maller, C., Townsend, M., Pryer, A., Brown, P., & St. Leger, L. (2006). Healthy nature healthy people: ‘contact with nature’ as an upstream health promotion intervention for populations, Health Promotion International, 21, 45–54.

Mayer, F.S. and Frantz, C.M. (2004) The Connectedness to Nature Scale: A Measure of Individuals’ Feeling in Community with Nature. Journal of Environmental Psychology, 24, 503–515.

Olff, M., Frijling, J.L., Kubzansky, L.D., Bradley, B., Ellenbogen, M.A., Cardoso, C., Bartz, J.A., Yee, J.R., and van Zuiden, M., (2013). The role of oxytocin in social bonding, stress regulation, and mental health: An update on the moderating effects of context and interindividual differences, Psychoneuroendocrinology, 38, 1883–1894.

Parsons, R. (1991) The potential influences of environmental perception on human health. Journal of Environmental Psychology, 11, 1–23.

Ryan, R. M., Weinstein, N., Bernstein, J., Brown, K. W., Mistretta, L., and Gagné, M. (2010). Vitalizing effects of being outdoors and in nature. Journal of Environmental Psychology, 30, 159–168.

Santos, L. & Zaki, J. (The Happiness Lab). (2020, March 16). Coronavirus BONUS: Beat Your Isolation Loneliness [Audio podcast].

Tugade, Michele. Professor of Psychology, Vassar College, 2020 “Positive Psychology Strategies for Keeping Stress at Bay Through the Ongoing COVID-19 Crisis”

Ulrich, R. S. (1993). “Biophilia, biophobia, and natural landscapes,” in The Biophilia Hypothesis, Eds S. Kellert and E. O. Wilson (Washington, DC: Island Press), 73–137.

Ideation

This can be seen as an innovative approach to what we often call in Recruitment "profiling a candidate", or "creating the scorecard", to better define who's the person we need for our team. But the most important question that we should always tag along with who, is why.

In my experience, I saw many companies struggling to understand a hiring plan, giving reasons to staffing a team in a way or another, following usually a similar structure as the one created by Spotify. As a Recruiter, I truly believe it's also part of our responsibilities to guide our leaders into identifying Who they're looking for, and Why, adding clear expectations for each role, so the new members can perform in a successful way.

Once, in one of my previous companies, RDStation, during an impasse about who was the Developer profile we needed in our Engineering team, I got an idea:

Why not get all our hiring managers, chapters leads and People Ops, to do what we call in Project Management, an Inception?

Introduction to Inception

It could be something related to Inception, the movie performed by Leonardo DiCaprio, but it’s not.

Inception in Project Management is a moment to align ideas between the development team, product owner, and any other stakeholder, set expectations, and really define the value of each feature of the product. Sometimes, if necessary, is also the moment to decide on replacing the solution, starting from scratch. Basically, in more traditional projects, there are 4 main stages of an Inception:

• Understand what to build. A time to determine an overall vision, including the scope of the system or product. This is also the moment to identify the stakeholders: who is interested in that solution and what are their success criteria?
• Identify key product functionalities. Decide which requirements are the most critical and valuable.
• Determine at least one possible solution. Assess whether the vision is technically doable. This may involve identifying a high-level architecture or doing technical prototypes, for example.
• Risk management. Estimation of cost, mitigation of risks, and anything that might affect productivity and time-frame of the project.

In general, the primary goals of an Inception phase of any project are to achieve stakeholders consensus regarding the objectives for the project, or in our case, recruitment process.

How to use it in Recruitment

The major activities include:

1. Estimate schedule.

The schedule and cost of hiring must be estimated at hiring plan stage. General estimations are used to determine iterations and more specifically to predict the time-to-hire metric, and how to improve the candidate experience during the process. It can relate to agility, choice of a recruiter to work on the position and how to manage that specific hiring.

After all, when working a C-Level position the timing is completely different than working with an Engineering candidate or Sales person. As already recognised by most, in the technology industry, it is not possible to determine an entire recruitment process at its kick-off with an acceptable degree of confidence. The best that can be done is to plan for the near term, monthly or per quarter, and adjust your strategy according to your talent pool or urgency.

2. Define risks.

The risks of hiring are one of the first aspects to consider when in the phase of ideation for the job to be open. Risk management is important and should be a living compilation that will change over time as risks are identified, mitigated or avoided.

When managing a selective process, there's always the risk of making a bad decision, disqualifying a candidate that was a match to the position or hiring the wrong person for the job. Risks drive the process management, as the highest priority risks drive the iterations. Higher priority risks, for example, are addressed in earlier iterations than lower priority risks — using the example above, the communication with a C-Level candidate is an iteration priority, and should be considered a high risk. Also, latest stages of a selection should already give confidence on how matchable a candidate is to the company values, therefore, representing a lower risk.

3. Define the need.

This includes defining, at a high level, what the new hiring will do. Equally important is to define expectations on what the person will not do. Usually, this may take the form of a list of high-level requirements and/or skills (hard skills, soft skills, education, etc.) that will be shown at the job description.

4. No no-sense.

Your hiring must make sense from technical, operational, and business perspectives. In other words, you should be able to hire, onboard and develop a person, in an environment and situation that is productive and profitable. If your selection isn’t feasible, it should be put it on hold or even, canceled.

5. Prepare the selection.

This includes saving budget and slots in the team agendas for on-boarding, requesting people to compile a list of anticipated hardware and software that will be needed later after this person is hired. In addition, you will tailor with excellence the strategy to profile, process and hire your team’s exact needs.

Define your persona

Design Thinking it’s a powerful tool that can be used as part of the creative process of discovering the problem, analysing the best solution and identifying an experiment that can be applied in your recruitment process.

The identification of the persona needed for each position is a basic resource to qualify your sourcing technique. In order to find the best match, someone that fulfil all the requirements of your job opening, the first step of the process should be to define the need partnering with business.

• What are the skills the team needs to achieve success?
• What are the technical knowledge this person needs to have?
• Are the personal background history important?
• How mature do you expect this person to be?
• Do you need diversity in your team? Should we look for a woman in technology?

These are only a few examples of questions that a recruiter can do to hiring leads, in order to draw a clear picture of the persona the company's looking for. For sourcing phase, this is the most important part of the process, because it defines the individual and first steps of the selection — screening resumes or web search .

Value proposition as steps of the process

At first glance, this tool can be a simple paper sheet with a large blanc board where can be filled with post-its. It is a geometrical collage formed by the business needs and the value proposition template used in Inceptions.

Together they are meant to create an understanding of what is valuable to the product — in our case process — and in order of priority, describes the requirements most popular to be discussed by the team.

Is the home test more important than a pairing session?

Should we invest in a panel for that Commercial Analyst position?

When involve the hiring lead?

What brings more value to the selection?

The excitement of contributing to the definition of what's more valuable, helps on alignment with managers and identification of blind spots on the process. This specific tool acts as fundamental guidance to stay focused and keep on track of what you're all looking for. It lets everyone in the room understanding the target candidates, what the team needs, and also makes it able to clear any questions for sourcing, even in these early stages — persona, search and possible engagement.

Based on that, it's finally possible to shape the idea of what the process should look like and from this point, be more pragmatic on the efforts and direction of the main goal.

Blueprint your process

A Blueprint is a technique from Services Design based on Cognitive Behavioural Psychology. This method maps the candidate’s trajectory and all pain-points of communication between the candidate, recruiter and possibly, recruitment systems (Application Tracking Systems).

In my experience, this technique can easily show any bottleneck in the selection process and helps understanding how communication flows with our external user, the candidate. It can also provide data regarding sources of attraction — if the candidate comes more through active sourcing or if they usually apply voluntarily through the company’s website, for example.

At this stage, you have a persona, priorities established, and a process well defined. It's a matter of cutting loose ends, defining communication with the candidate and how that should be handled in all cases: application, first chat, scheduling interviews, feedbacks (being these positive or negative).

Expected outcome

This technique, can be helpful not only for a better alignment between stakeholders, prioritisation and focus, as well as, to obtain a precise definition of who you're looking for in the market.

Most importantly, it can contribute in using the knowledge of your in-house team to bring clarity to questions often asked by managers during the process:

What's the deadline to close my position?

What's the priority in Recruitment right now?

How should we source for such a specific role?

Inception in Recruitment is a process by itself, that can take an afternoon of your team's day, but has an enormous value on bringing business areas more close to each other, facilitate communication and provide the clarity needed to set boundaries, requirements, knowledge, and skills, to objectively set the best job description possible, but also to bring recruiters to the table as negotiators, moderators and business partners.

References

• Lean Inception, from Paulo Caroli — find here: http://www.caroli.org/direto-ao-ponto-livro/
• Lean Startup, from Eric Ries — find here: http://theleanstartup.com/
• Design Thinking Tool Kit — find here: http://www.designkit.org/

Inception in Recruitment was originally published in Don't Panic, Just Hire on Medium, where people are continuing the conversation by highlighting and responding to this story.

Sourcing Strategy

A strong sourcing strategy is the first step to hiring great talent. However, to really develop a pipeline from active sourcing, you should count with a time of 1–3 months (reach out phase, engagement, application, and process). The results are not immediate and that’s why having a fixed hiring plan is so important for Recruiting, is creating a forecast of hirings needed and optimizing the sourcing process, that usually takes around 4 hours per day of research.

What is Sourcing in Recruitment?

In the overall recruiting process, sourcing is the search for passive candidates — those that don’t apply directly to the job opening. The passive candidates can be Referrals, results from the searches made on different tools, guests or speakers in events. The main goal of the Sourcer’s job is to create interest, to engage people in applying to your career opening.

Basically, there is more than one recruitment sourcing method. The way in which these methods are used depends upon a wide variety of factors, some of which include:

• The types of candidates needed.
• The preferences of the hiring managers or recruiters.
• Past success (or lack of success) using a specific method — experimentation.
• The resources at the disposal of the Sourcer.

Having a good sourcing strategy can help to stay ahead in the market and make hiring a competitive advantage for the company.

Sourcing represents searching, engaging and maintaining a healthy network between potential candidates.

Why Sourcing matters?

• Difficult roles: The best people are not actively looking for jobs and are unlikely to apply to a job online. Active sourcing allows you to find and get in touch with the type of people we’re looking for.
• Predictability and forecasting: A proven sourcing strategy can help us attract the right candidate, reduce sourcing time, and focus on key channels, so we can accurately forecast the metric of time to hire.
• Messages: The sourcing activity is a resource to spread our company’s brand. Just like marketing, it’s important to make sure we have the right type of communication at each stage of the funnel to target candidates.
• Other roles: Sourcing is not just for tough roles, but can be applied to almost every role in the company, from interns to senior profiles. The magic of sourcing is to be a Sherlock Holmes and think outside the box to find the best people in the market.

Prepare a sourcing strategy

Before reaching out to candidates, having a clear strategy in place is a way of ensuring that your sourcing efforts are successful. Here are some ways to start the project:

• Align with Hiring Managers: Before we start reaching out to candidates, it’s important to gain alignment with the hiring manager. It’s a matter of being close to the community and ask the manager what it’s needed in his/her team. Establish 5 to 10 key requirements, ask tough questions and crystallize what is actually the activities of the role that’s being requested.
• Talent Mapping: In some cases, such as an executive role or opening a new office, there is only a small pool of people you want to go after. Talent mapping is especially helpful in cases where the profile is too specific or the challenge is to begin a team from zero. Understanding the market and types of companies that would be an ideal fit is necessary, then we just need to reach out for the better ones.
• Nurture: Nowadays we have a competitive hiring market, so most of the time is necessary to have more than just cold emails as part of the strategy. It’s important to know what materials we have in our benefit (perks, branding responses, speakers on events, star talents that can represent the company), check Glassdoor reviews, and blog posts to engage candidates.
• List Building: Instead of reaching out to one candidate at a time, build out a list. Segmenting the list can personalize the messages without sacrificing efficiency. This approach can help scale your hiring quickly, especially for sales, customer operations, and engineering roles, where volume and quality really matters.

Tactics for candidate outreach

• Templates: Building a template with information we can use over and over again is quite important for speed. From there, it’s possible to customize and be specifically based on the candidate and role requested.
• A/B test: What works and what doesn’t? Test the outreach headline, copy content and use the experiment as if it was a marketing campaign.
• Be everywhere: Be where the candidates are: GitHub, Stack Overflow, Quora, Behance.
• Metrics: Establish KPIs for the sourcing strategy. Important questions: How many candidates am I adding to my pipeline? How effective are we?
• Multiple channels: Work or personal email? Use both if needed. Reach out via multiple channels to increase response rates.
• Campaigns: These can be helpful in branding as well. The idea is to develop constant content and use it to engage and drive awareness about our business (Inbound Recruiting).

Sourcing Tools

Twitter and Facebook

Twitter’s advanced search is an excellent tool to find hashtags that can help look into passive candidates. Follow companies that do well in their industry and connect with their people. Facebook’s graph search can help find people who match certain criteria. For example, if you write “salespeople who have studied in São Paulo” in a search, Facebook will return a long list of matching profiles.

More Social Media

Platforms like Instagram, Reddit and Snapchat aren’t as popular for recruiting as professional-oriented sites like LinkedIn or Xing. But, that also means that recruiters will be scarce on these platforms and competition will be lower.

Portfolio/Work sample sites

This works well for creative professionals like designers who contribute to Behance, Dribble, and Carbonmade. Github is also a great option to find developers by looking at specific groups or individual projects. Also, another good alternative for sourcing engineers would be Codercred, Codility, and Hackerank.

Tracking tools

• Tools like People Search, a Chrome extension, work with online communities.
• Hiretual is a good tracking system to find the contact of any person.
• Also, there’s Hunter, a platform that allows you to find contacts, especially social media of any candidate.

In person

• Search sites like meetup.com and eventbrite.com to find relevant events. It’s interesting to check who is on the list and track the best participants of the event.
• Hackathons, career fairs, and campus events are other options to meet great candidates. Hosting your own events is a good idea too.

Referrals

It’s proven that 60% of hirings come through Referrals. Describe the role you’re looking for and brief co-workers on the most important requirements of the role in the process.

Past hiring processes

Check the talent pool in your ATS. Many candidates might have been rejected in the final stage of the hiring process. In the meantime, they could have found other jobs and gained more skills and experience.

Tools and services

If it’s needed extra help, Entelo is a tool that can source people, as well as, AngelList. They offer big databases of resumes.

Media to follow

Sourcing Challenge Show

All about sourcing was originally published in Don't Panic, Just Hire on Medium, where people are continuing the conversation by highlighting and responding to this story.

During my eight years of experience in Human Resources, specifically in teams at multicultural technology companies such as ThoughtWorks and Dell, I know that nothing is more certain than the power of a diverse environment to inspire creativity and stimulate engagement.

A recent survey by the Society for Human Resource Management found that 57% of recruiters say their talent acquisition strategies are designed to attract diverse candidates.

Nowadays, having a diverse team enables companies to understand and meet the needs of people from different perspectives. These teams encompass a vast range of opinions, knowledge, and approaches from which decisions are made. This facilitates innovation.

When talking about diversity, we have to take into account that there are two main types of diversity — inherent and acquired. Inherent diversity is represented by demographic characteristics such as race, sex, and age — what you are born with. Acquired diversity are the characteristics you have obtained voluntarily, such as education, experiences, values, skills and knowledge. Valuing and acknowledging these differences leads to greater commitment and higher productivity — two of the characteristics that identify our team at Bunny Inc.

We’re a global and inclusive company that truly believes in diversity and equity. Although we are aware of our own imperfections and there’s always room to improve, an inclusive mindset is interwoven into our culture. Because of this, we have adopted some practices that help with attracting, hiring, and maintaining diverse talents. I’d like to share some of those with you.

1) Recognize your own biases.

We all have certain leanings or preferences — often called biases — and we are not even aware of them. Focusing on uncovering your own biases, so that they won’t get in the way of your hiring choices, is one of the principles of an inclusive recruitment process.

Do you tend to “tune out” those with foreign or regional accents? Feel uncomfortable around people with disabilities? Make assumptions about education? The best way to understand your biases is to admit them and understand if your image of the “perfect candidate” is affected by your particular preferences rather than by the actual qualifications needed for the job. According to a Harvard study, through the implicit association test it’s possible to identify your prejudices as well as to foresee a way to prevent them.

So, take the test and start understanding more about your own biases.

2) Adopt gender-neutral language.

According to a study sponsored by Hewlett Packard and published by sources, such as Forbes and Harvard Business Review, men tend to apply for a job when they meet only 60% of the qualifications, while women apply only if they meet 100% of them.

In order to minimise this gap, when building a description of a new career opening in your company use gender-neutral language that can express with clarity your requirements, without discouraging anyone from applying to your vacancy.

3) Staff for diversity.

To allocate the best “fit” — that missing jigsaw puzzle piece — our first step is to take on the characteristics currently represented in the team. Before hiring any professional, it’s useful for leaders to consider these questions: What are the diversity strengths in my team? How can I build on those strengths? What are the diversity challenges in my area? How can I address those challenges?

Insights on social impact, measurement of strengths and weaknesses, changes that are needed — these are all outcomes that you can obtain with the answers to these questions.

4) Sourcing pro-actively for diversity.

Networking is a continuous activity that can occur anywhere and anytime. To make connections with the diverse communities from which potential candidates may be identified, you should be aware of these resources:

• Organisations representing diverse groups(i.e.; Black Girls Code)
• Conferences, seminars, job fairs, and events (i.e.; Pride Parade)
• Online professional social networking media, such as LinkedIn and Facebook;
• Your own diverse friends, neighbours, and colleagues.

Women in technology, for example, are highly sought-after as employees, and when you’re about to hire one, you are likely to face competition from other would-be employers. Developing a batch of diverse candidates — particularly for more senior level positions and those requiring specific knowledge, such as IT — takes a lot of time.

So, invest your hours in getting to know relevant organisations and communities and finding people that not only can be great diverse talents, but also can connect you to these groups.

5) Form an inclusive interviewing team.

You have reached out to your network and found good candidates. Let’s start their processes, but not before creating a hiring team, selecting interviewers who will be responsible for participating in the selection and providing feedback when requested.

It’s important to consider including people who will bring diverse views, and who represent different cultures and characteristics. For example, when scheduling a pairing interview with a candidate who is a woman, try to form a pair with a man and a woman for that specific conversation. The candidate will feel represented and more comfortable. Same goes for professionals of color or from different backgrounds, religions and cultures.

Recognising yourself in another person, especially when in a tense situation such as a job interview, is proven to grow a sense of belonging, making it easier to conduct the dialogue. Also, creating inclusive hiring teams helps with unintended biases during the process. It adds representativity to the group interview, which makes the decision more clear and open for discussion among team members.

6) Perks are important.

In order to attract and maintain diverse professionals, there are some important perks that your company should value and offer. Specifically for parents and millennials, the flexibility of hours during work days and the ability to work from home, if you live remotely, are extremely important and can ensure work-life integration.

Also, people with disabilities usually need the assistance of a specific software, special health insurance or just a prepared and supportive work environment — from the sensibilization of co-workers to the distribution of desks inside of an office.

At Bunny Inc., we heavily invest in education. We offer the tools and the time to learn and sharpen the skills of our company members. A specific budget reserved for Education helps transform any organisation into a learning instrument. It also improves knowledge management and supports the development of internal professionals.

With every piece of work done, there’s always the opportunity for candid feedback. In our company we value our peers opinions with Braintrusts, a meeting in which any project can be presented and receive candid feedback. In addition, we incentivise team members to attend conferences and to invest significant amounts of time reading about relevant topics.

7) There’s always time to learn.

We hire for diversity because we value the differences between us, especially as a learning opportunity. The possibilities of learning from someone with a different background, color, education, nationality are enormous.

However, diversity alone isn’t enough. If you have a diverse team, but no inclusion is being asked from your employees, the challenge of building a diverse team becomes much harder. Your current team must be open-minded to create an environment that truly accepts those differences and most importantly, understands that you all can thrive through them.

So, before transforming the way your company recruits these candidates, the best option is to have diversity as part of your core values. And this is very important: listen to your employees that already represent diversity inside your organisation. Never talk about them behind their back and base your actions in empathy, starting with representation. Or, search for communities championing diversity and learn what is the best goal, technique or tool that can help you create your own diverse team.

In conclusion, these are just a few tips that can help your workplace become more inclusive and creative. Using a more human-centered approach to recruitment, it’s possible to transform a selection into a memorable experience and modify your culture into a full social immersion, minimising discrimination.

Edition by @EmmyTither

Bunny Inc.

References:

• Society for Human Resource Management — SHRM
• Harvard Internal Study — Recruiting for Diversity
• Harvard Business Review on “Why women don’t apply for jobs unless they’re 100% qualified”
• Forbes on “Act now to shrink the confidence gap”
• FirstRound on “Ebays First Chief Diversity Officer on Humanizing Diversity and Inclusion”

These are processes that last for months, repetitive conversations, and lack of consistent feedback.

If innovation is the word of the moment, why not rethink the way we recruit?

This desire for change and the need for results according to our current market has created the possibility of using methodologies from different contexts, such as Design Thinking, in selection processes.

Styles

We call Old School Recruitment, the one that brings the idea of traditional. A more formal approach, little contact with the candidate and more conversations directed to the Management know you, much more than your co-workers.

Currently the focus of the selection processes have been, in addition to bringing a positive experience to the candidate, also use the knowledge and background of the recruiter to assist in conflicts in the area, intermediate managers decisions and contribute as a true business partner. Thus giving goodbye to the vision of recruitment that fills demands, positions and only meets numbers.

Today Recruiter’s profile requires new skills.

From a more data-driven mindset, to the process of rethinking Marketing strategies and internal positioning, act as a true artist in creating new solutions for the company in which operates.

• You need to identify your ideal candidate;
• Determine which are the obstacles in the selective process;
• Understand what attracts the right candidate;
• Find what's the best source and motivation of these individuals;
• Decision of the average metric more effective for candidates engagement;
• Find and create attractive content for your public;
• Evaluate the best tools to improve your sourcing skills.

They are among the activities of this new role within organizations that cherish autonomy and creativity to solve problems.

Who are the users?

Although much of our literature (Chiavenato would be an interesting reference) approach the main user of Recruitment as the candidate, the current market and repositioning of this role in our companies demands a more comprehensive view.
We have two users to attend to.

The Company

I always say that the HR or People area of a company is like the heart in our body! It pours blood, nutrients, so the business stays on and the Recruiters’ mission is to help, like veins and arteries, to meet the body’s demands.
In this context, the work of this professional is to bring up discussions that allow a positive change in the organization, test new strategies of attraction and retention, as well as reporting issues of People that favor the maintenance of culture.

The candidate

The other and perhaps most important user we have is the candidate. To build a process, we need to think about who is actually going to use it.
Central concept of Design Thinking, is creative practices focused on the human behind the Product. And in this case, our Product is Recruitment.

Why Design?

Design Thinking is a field that originated from the basic principles of Design disciplines. It is a problem-solving mindset that can combined with initial problem identification, idea creation, and different contexts within an interdisciplinary process that aims to solve complex, creative issues.

The beauty of Design Thinking, according to Microsoft YouthSpark, is that it is not limited to a specific use, it is an inclusive process.

Within the Recruitment space, many are the benefits of using this methodology.

• Lead Time — Selective process time can be drastically altered with small changes, either in specific steps or in the form of evaluation. A very practical example relates the technical evaluation that can with some real time tests and visits to the GitHub of the Developer supply information of specific skills and knowledge. Decreases the need for more coding evaluations and optimizes selection.
• Candidate Experience — As our focus is always on the users, being the candidate the most important in this case, the experience of this person during selection should be one of the bases for a good recruitment. Whether you respond with 5-day deadlines or act as a Host for whom visits your company, the experience of a selective process should always add new knowledge, whether the result for the individual is positive or not.
• Metrics — At each moment it becomes more necessary to create standards in the evaluation of candidates and to have clear metrics of hiring can help on that. We can measure not only the life cycle of the candidate within our process, as well as the NPS of a specific event, either a Recruiting event or from Technology.

Think outside the box or transform it

“Think outside the box” seems to be the expression of the moment and indeed serves any situation.

Within the People area, with the evolution of our organizations, thinking about new work formats and solutions becomes extremely important. And bringing professionals who keep an open mind to these new visions has become the most assertive goal for HR professionals.

Even if we want to get away from the traditional, not all locations are at the same stage of evolution and openness to new methodologies. In this case, the best strategy is to adapt your new ideas creatively using what you already have.

Let's solve some problems?

Magic happens when we find that to solve problems, we can use any technique and reinvent the way we see solutions.

Double Diamond

For problem solving, whether strategic or technical, we can use the Double Diamond method.

In my previous experience, we were having difficulty to approve Quality Assurance candidates. Of the many approved resumes, which went through the test phase, only 30% were converging to the next stage of the process.

We noticed that, through a sample of candidates (5 people for the experiment), the introduction of the test did not clearly explained the requirements for approval.

To arrive at this conclusion and change what was necessary, our thought process followed the following logic:

1. Understand — We understood the demand for a new test.
2. Define — We re-defined the output for the problem, in this case the creation of a new evaluation and edition of the previous one.
3. Explore the solution — We were able to select 2 candidate samples. One would perform the old test, the other the new one.
4. Create — With a result of greater approval and good feedback, what we did was to include the new evaluation as part of the overall test. Thus both users benefited: the candidates’ chances of demonstrating greater knowledge were greater and the evaluations became more complete, generating value on both sides.

In the illustration …

When I started working on Resultados Digitais, I did not know the people, difficulties and challenges of the Technology area.

Internal User Search

In the first weeks of work I decided to meet my users!

I made conversations with Developers, Product Managers, Designers and Quality Analysts to really understand the roles they played within the team, to introduce myself to the reality of those people and to understand which points really needed improvement.

In the first month we have made a great improvement in the Dev Frontend process, with the insertion of a new and more complete exercise, which made it very possible to identify seniority of candidates for the position we have opened in that time (the test was created by one of our Developers).

The most interesting thing about this research is to discover that there are people who value the recruitment of new colleagues, who are dedicated to creating a new process with the Recruiter, but we need to give them the chance to always express their opinions.

Tip: Know the trajectories of people in the area you work with, you can connect common points and qualify your Sourcing for similar profiles.

Search with external user

Who actually uses your process?

Important to understand candidates feedbacks. It can be feelings during the conversations, the test experience, hospitality received when visiting the office. The intention must be to understand the sensations that your process arouses in its users — this is still the richest source of feedback on the work you are developing.

Our current reality is not only “my company seeks”, but “I want a place that fits my personality” and for organizations the challenge is to become an employer brand as attractive as the others.

Blueprint

Service Design Technique based on Cognitive Behavioral Psychology that maps the user’s trajectory and all points of contact between the candidate, recruiter and currently, recruitment systems.

I have done this technique with my past teams three times and I can say that it is a good solution to get a clear view of bottlenecks in the process, understanding how communication flows with our external user and possibilities of attraction — if the candidate comes more through active sourcing or if the person is an active candidate in the search, applying directly to the company’s website.

Keep tracking of your strategy

To further facilitate the process of creating new solutions, visually putting everything in a Roadmap can help not only in the timeline, but also in time dimensions, the value of that technique and delivery. In addition, using a Roadmap follows the basic principles of Design: encourage visual monitoring.

The innovation comes from the desire to transform what we do, to improve our work every day more.

Who knows if in our future Recruiting will not be executed by robots?

We already have experiments with Machine Learning, Gamification as a new format of group dynamics and increasingly automated tests, facilitating evaluations and optimization of processes.

But even with all the transformations provided by Technology, using Design to better understand the human being becomes essential in a world increasingly shaped by bits.
And most important of all, that when we touch the journey of a candidate, we do not lose the essence of working with people: empathy.

“Creativity is the power to connect the seemingly disconnected.”

William Plomer

Slide Share: Lecture TDC Floripa 2017, “Design Thinking no Recrutamento Técnico: Entenda a Jornada de um candidato”.

Referências: HBR, Design Thinking comes of age. Jon Kolko, 2015. HBR, Design Thinking. Tim Brown, 2008. Atlas, Recursos Humanos. Isalbelto Chiavenato, 2000. Thoughtworks, Blog Insights — Double Diamond. TakingITGlobal,, Design Thinking for Social Innovation. Microsoft Youth Spark.

São aqueles processos que duram meses, conversas repetitivas e falta de feedbacks consistentes.

Se inovação é a palavra do momento, porque não repensar a forma como recrutamos?

Este desejo de mudança e a necessidade de resultados condizentes com o mercado atual, criou a possibilidade do uso de metodologias de contextos diferentes, como o Design Thinking, em processos de seleção.

Tipos e formas

Chamamos de Recrutamento Old School, aquele que traz a ideia do tradicional. Uma abordagem mais formal, pouco contato com o candidato e conversas mais direcionadas para a Gestão conhecer você, muito mais que seus co-workers.

Atualmente o foco dos processos seletivos têm sido, muito além de trazer uma experiência positiva para o candidato(a), também utilizar do conhecimento e background do recruiter para auxiliar em conflitos da área, mediar decisões de gestores e contribuir como um verdadeiro parceiro de negócios, dando assim adeus a visão de recrutamento que retira pedidos, preenche vagas e somente cumpre números.

Hoje o perfil de Recruiter necessita de novas skills.

Desde um mindset mais voltado a Dados, até o processo de repensar estratégias de Marketing e posicionamento interno, agir como um verdadeiro artista na criação de novas soluções para a empresa em que atua.

• Descobrimento de quem é o seu candidato(a) ideal
• Determinar o que priva o sucesso do processo
• Entendimento do que atrai seus candidatos a aplicarem
• Determinar fontes de atração e o que motiva estes indivíduos
• Decisão de qual media é mais efetiva para captação e engajamento de candidatos(as)
• Encontrar e criar conteúdo atraente para seu público
• Avaliar melhores ferramentas e fontes de sourcing

Estão entre as atividades deste novo papel dentro das organizações que prezam pela autonomia e criatividade para resolução de problemas.

Quem são os usuários?

Embora muito de nossa literatura (Chiavenato seria uma referência interessante) aborde o principal usuário do Recrutamento como o candidato, o mercado atual e reposicionamento deste papel em nossas empresas demanda uma visão mais abrangente.

Temos dois usuários a serem atendidos.

A Empresa

Sempre falo que o RH ou área de Pessoas de uma empresa é como o coração em nosso corpo! Bombeia sangue, nutrientes, para que o negócio permaneça em funcionamento e a missão dos Recruiters é auxiliar, como veias e artérias, a suprir as demandas do organismo.

Neste contexto a atuação deste profissional é trazer a tona discussões que possibilitem uma mudança positiva na organização, testar novas estratégias de atração e retenção, bem como reportar questões de People que favoreçam a manutenção da cultura.

Candidato(a)

O outro e talvez mais importante usuário que temos é o(a) candidato(a). Para construção de um processo, precisamos pensar em quem de fato vai usá-lo.

Pensamento central do Design Thinking, das práticas focadas no humano por trás do Produto. E neste caso, o nosso Produto é o Recrutamento.

Porquê Design?

Design Thinking é um campo que se originou dos princípios básicos das disciplinas de Design. É um mindset focado na resolução de problemas, que consegue combinar a identificação inicial do problema, criação de ideia e contextos diferentes, dentro de um processo interdisciplinar que tem por objetivo solucionar questões complexas, de formas criativas.

A beleza do Design Thinking, segundo a Microsoft YouthSpark, é que não se limita a um uso específico, é um processo inclusivo.

Dentro do espaço de Recrutamento, muitos são os benefícios do uso desta metodologia.

• Lead Time — O tempo de processo seletivo pode ser drasticamente alterado com pequenas mudanças, seja em etapas específicas, como na forma de avaliação. Um exemplo bastante prático se relaciona a avaliação técnica que pode com alguns testes real time e visita ao GitHub do Desenvolved@ suprir informações de skills e conhecimentos específicos. Diminui a necessidade de mais avaliações de codificação e otimiza a seleção.
• Candidate Experience — Como nosso foco sempre é pensar nos usuários, sendo o mais importante neste caso o nosso candidat@, a experiência desta pessoa durante sua seleção deve ser uma das bases para um bom recrutamento. Seja responder com prazos de 5 dias ou agir como Host de uma pessoa que visita sua empresa, a vivência de um processo de seleção deve sempre agregar novos conhecimentos, seja o resultado do processo positivo ou não.
• Métricas — A cada momento se torna mais necessária a criação de padrões na avaliação de candidat@ e ter métricas claras de contratação podem auxiliar. Podemos mensurar não somente o life cycle do candidato dentro de nosso processo, como também NPS de um evento, seja de Recrutamento ou da área que atendemos.

Pense fora da caixa ou transforme ela

“Think outside the box” parece ser a expressão do momento e de fato serve para qualquer situação.

Dentro da área de Pessoas, com a evolução de nossas organizações, o pensar novos formatos de trabalho e soluções se faz de extrema importância. E trazer profissionais que mantenham a mente aberta para essas novas visões, se torna o objetivo mais assertivo dos profissionais de RH.

Mesmo que queiramos fugir do tradicional, não são todos os locais que estão na mesma etapa de evolução e abertura para novas metodologias. Neste caso, a melhor estratégia é adaptar suas novas ideias, com criatividade, usando o que já possui.

Vamos resolver uns problemas?

A mágica acontece quando descobrimos que para solucionar problemas, podemos usar qualquer técnica e reinventar a forma como enxergamos soluções.

Double Diamond

Para resolução de problemas, seja estratégicos ou técnicos, podemos usar o método Double Diamond.

Na minha experiência prévia, estávamos com grande dificuldade de aprovação de candidatos da área de Qualidade. Dos muitos currículos aprovados, que seguiam até etapa de teste, somente 30% convergia para próxima fase de processo.

Percebemos que, através de uma amostra de candidatos (5 pessoas para o experimento) a introdução do teste não explicava com clareza os requisitos necessários para aprovação.

Para chegarmos a esta conclusão e alterar o que era necessário, nosso processo de pensamento seguiu a seguinte lógica:

1. Understand — Entendemos a demanda por um novo teste.
2. Define — Definimos a saída para o problema, no caso a criação de uma nova avaliação e edição da anterior.
3. Explore the solution — Conseguimos selecionar 2 amostras de candidatos. Uma realizaria o antigo teste, outra o novo.
4. Create — Com um resultado de maior aprovação e bons feedbacks, o que fizemos foi incluir a avaliação nova, como parte do teste geral. Assim ambos os usuários eram beneficiados: chances dos candidatos demonstrarem maior conhecimento era maior e as avaliações se tornavam mais completas, gerando valor dos dois lados.

Na ilustração …

Quando iniciei meu trabalho na Resultados Digitais, não conhecia as pessoas, dificuldades e desafios da área de Tecnologia.

Pesquisa com o usuário interno

Nas primeiras semanas de trabalho resolvi conhecer meus usuários!

Marquei conversas com Desenvolvedores, Gerentes de Produto, Designers e Analistas de Qualidade para de fato entender papeis que exerciam dentro do time, me introduzir na realidade daquelas pessoas e entender onde eram os pontos que de fato precisavam de melhoria.

No primeiro mês já fizemos uma grande melhoria no processo de Dev Frontend, com a inserção de um novo e mais completo exercício, que possibilitava de forma muito assertiva, identificar senioridade de candidat@ a vaga (teste criado por um dos Desenvolvedores da área).

O mais interessante desta pesquisa, é descobrir que há pessoas que valorizam o recrutamento de novos colegas, que se dedicam a criar um novo processo junto do(a) Recruiter, mas precisamos dar chance que expressem suas opiniões.

Dica: conhecer trajetórias de pessoas da área que você atua, possibilita ligar pontos em comum e qualificar seu Sourcing por perfis semelhantes.

Pesquisa com usuário externo

Quem de fato usa seu processo?

Importante entender feedbacks de candidat@s. Sejam sentimentos durante as conversas, seja a experiência de teste, hospitalidade recebida ao visitar o office. A intenção precisa ser compreender as sensações que seu processo desperta nos usuários — esta ainda é a fonte mais rica de retorno sobre o trabalho que está desenvolvendo.

Nossa realidade atual não é somente "minha empresa busca", mas sim "quero um local que seja minha cara" e para as organizações o desafio é tornar-se uma marca empregadora tão atraente quanto as demais.

Blueprint

Técnica de Design de Serviços fundamentada na Psicologia Cognitivo Comportamental que mapeia a trajetória do usuário e todos os pontos de contato entre o candidato, recruiter e na atualidade, sistemas de recrutamento.

Realizei esta técnica junto dos meus últimos times três vezes e posso afirmar que é uma boa solução para obter uma visão clara de gargalos no processo, entendimento de como flui a comunicação com nosso usuário externo e possibilidades de atração — se o candidato vem mais por meio de sourcing ativo ou se é um candidato atuante na busca, aplicando-se diretamente no site da empresa.

Mantenha tracking da estratégia

Para facilitar ainda mais o processo de criação de novas soluções, colocar visualmente tudo em um Roadmap pode ajudar não só na questão de prazo, evidenciar dimensões de tempo, o valor daquela técnica e entrega. Além de seguir um dos princípios básicos do Design: incentivar o acompanhamento visual.

A inovação vem do desejo de transformarmos o que fazemos, de melhorar a cada dia mais.

Quem sabe no futuro o Recrutamento seja executado por robôs?

Já temos experimentos com Machine Learning acontecendo, Gamification como novo formato de dinâmicas de grupo e testes cada vez mais automatizados, facilitando avaliações e a otimização de processos.

Mas mesmo com todas as transformações previstas pela Tecnologia, usarmos aprendizados de Design para compreender melhor o ser humano se torna essencial em um mundo cada vez mais moldado por bits.

E que principalmente, ao tocarmos na jornada de um candidat@, não percamos a essência do trabalho com pessoas: a empatia.

“A criatividade é o poder de conectar o aparentemente desconectado.”

William Plomer

Slide Share: Palestra TDC Floripa 2017, "Design Thinking no Recrutamento Técnico: Entenda a Jornada de um candidato".

Referências: HBR, Design Thinking comes of age. Jon Kolko, 2015. HBR, Design Thinking. Tim Brown, 2008. Atlas, Recursos Humanos. Isalbelto Chiavenato, 2000. Thoughtworks, Blog Insights — Double Diamond. TakingITGlobal,, Design Thinking for Social Innovation. Microsoft Youth Spark.

Design Thinking no Recrutamento Técnico was originally published in SaaSholic on Medium, where people are continuing the conversation by highlighting and responding to this story.

Mudei de cabelo, mudei de perspectiva, de bronzeado, de grau e algumas amizades também.

Só de estado eu mudei três vezes!

Mudei de idioma: do português para espanhol, do inglês para portunhol, voltei para português e depois inglês de novo, para hablar português one more time …

Mudei também de apelido: fui Lãlã, Alemoa, Ays e também Magrela.

Mudei as cores (inúmeras vezes). Mudei os amores, sonhos e meus objetivos de vida.

Mudei as roupas, mudei de peso, mudei os livros e a empresa.

Mudei os exercícios, mudei as comidas e pontos de vista.

Posso ter mudado tudo, menos a essência e vontade de FAZER e SER melhor do que antes.

Que seja um novo ano de muita esperança e que você possa sempre se reinventar, ser o melhor que pode ser.

Feliz 2017!

Em 2016, minha palavra foi mudança. was originally published in SER mulher on Medium, where people are continuing the conversation by highlighting and responding to this story.

Há algumas pessoas que defendem a ideia de um Recrutador como o conhecedor, que trabalha com a equipe de contratação para definir uma descrição de cargo, negocia termos de contratação e mais importante, identifica os candidatos no início do processo seletivo.

Essa ideia de perfil, mais generalista, parece válida. Mas talvez apenas em pequenas ou médias empresas, que não exigem papéis estratégicos e volume de trabalho desafiador.

O Sourcer é a mão direita de um processo complexo, que exige inicialmente estratégia de marca empregadora, alto envolvimento dos candidatos, feedback contínuo e também entendimento das vagas solicitadas.

Na minha opinião, um não vive sem o outro!

Enquanto o Sourcer pode participar de eventos, construir um pipeline saudável e contribuir naturalmente para a construção de uma marca no mercado, o Recruiter tem em seu papel a responsabilidade de influenciar decisões e liberdade de reinventar o processo seletivo.

Esta parceria representa para mim o verdadeiro valor de uma equipe de recrutamento mais colaborativa e produtiva.

Podemos dividir papéis, sem afetar a essência e finalidade da seleção, visando uma melhor experiência do candidato e entrega de grandes resultados para as nossas empresas.

Hoje em dia, o uso de apenas sistemas de recrutamento e boolean strings, não são suficientes para encontrar os melhores candidatos.

Existem muitas maneiras alternativas de encontrar talentos no mercado, você só precisa melhorar sua estratégia de busca.

Se torne excelente em compreender o perfil que você está procurando.

Uma das melhores maneiras de fazer isso é conversar com os profissionais da área, estudar a tecnologia solicitada ou requisitos específicos da posição em aberto, e claro, personifique em sua mente o candidato perfeito.

Esta é a melhor maneira de se colocar no lugar do profissional, compreender os desafios enfrentados e melhor vender a vaga, de uma forma mais honesta e clara.

Organize seus pensamentos e processo de documentação para esta pesquisa.

Você precisa criar, em paralelo a estratégia que você está usando, maneiras de manter o controle de suas descobertas.

É possível encontrar pessoas com a senioridade exigida, tecnologias, notícias e eventos da área. Mas se você não ter habilidades de organização e perfil multi-tarefas, isso será em vão como um Sourcer.

Como um jogo de xadrez, você precisa entender o que é pedido de você, criar um plano e executá-lo com precisão para receber bons resultados, feedbacks ou se necessário, uma chance de mudar a estratégia.

Mas, a fim de melhorar o seu próximo jogo, mantenha lembretes de seus movimentos.

Dentro de seu auto-gerenciamento, vem a possibilidade de medir o seu trabalho.

Pessoalmente, não gosto de ver métricas definindo candidatos como números, mas gosto de ver elas nos dando resultados mais concretos. Isso é o que um bom fluxo de Sourcing pode fornecer.

A emoção do Sourcing é centrada na investigação, que está relacionada não somente aos candidatos, mas também no entendimento de diferentes mercados e novas formas criativas de explorá-los.

Métricas podem nos dar essas respostas. Onde encontrar, como explorar, o que foi bom e melhorias necessárias.

O resultado da estratégia pode ser o envolvimento do candidato.

E esse é um bom indicador para sua estratégia como Sourcer. O envolvimento dos candidatos certos no processo, pode ser uma boa maneira de avaliar se o seu trabalho foi bem feito e se a sua experiência foi positiva.

Uma boa pesquisa pode ser resumida pelo conhecimento da posição, boas maneiras de organizar suas descobertas e uso inteligente das informações adquiridas para realizar melhorias em seu trabalho, pesquisas futuras e relacionamentos.

Seja um bom estrategista na sua busca. was originally published in SaaSholic on Medium, where people are continuing the conversation by highlighting and responding to this story.

Mas o que seria um bom candidato? E o que define um mau candidato?

Pode ser alguém que não está preparado tecnicamente o suficiente para o trabalho ou alguém que não tem o comportamento esperado naquele momento.

Todas estas variáveis ​​definem esta seleção. Não natural, mas baseada em uma escolha feita por requisitos da vaga, conhecimento do mercado, experiências anteriores e adequação cultural.

Mas veja bem, isso não desqualifica o indivíduo!

Às vezes, o que acreditamos ser o “comportamento correto” em uma entrevista pode ser apenas um reflexo de nossos preconceitos. Atitudes de candidatos com pessoas de diferentes origens, sexo, raça, idade, pode nos dar mais respostas do que uma conversa de 1 hora.

O que é diferente sempre nos assusta de início e isso é um fato! Nossas mentes são programadas para absorver de primeira apenas o que é confortável e compreensível. Mas é nossa capacidade de lidar com esse sentimento de resistência que realmente define quem somos.

Não adianta defender a empatia se você não se colocar no lugar do outro e não compreender que os seres humanos sempre preferem ouvir “Eu sinto a sua dor”, em vez de “Eu entendo a sua dor”.

O entendimento é um conceito que vem do conhecimento, dá significado. Mas sentimentos nunca podem ser substituídos, são emoção e genuínos.

A habilidade de ver além das aparências leva uma longa jornada — eu ainda estou viajando — que deve começar a partir do desejo interior de entender diferentes contextos. Se você tentar e não ser bem sucedido, pelo menos o medo de ver através de outros olhos foi superado e houve a aprendizagem de uma valiosa lição:

Às vezes, para trazer mais clareza para as nossas vidas, temos que experienciar as sombras dos outros.

Que a Empatia esteja conosco! was originally published in SER mulher on Medium, where people are continuing the conversation by highlighting and responding to this story.