IMC has been dedicated in the field of recruitment for many years. In cases we have dealt with, we too often encountered HR problems that most companies are faced with or even unexpected situations. From the experience of our seasoned consultant team, we have explored various methods to resolve such problems. Below we will share some of our case studies.
By sticking to our plan, we progressed smoothly and eventually we narrowed the list down to three candidates, from which one candidate was chosen by our client to negotiate remuneration. The remuneration offered by our client was 30% higher than the current average, but the ideal wage demanded by the candidate was slightly higher than the offer on the table. During the negotiation process with the candidate, he revealed more personal traits that affected our competence evaluation toward him. Although the client eventually agreed with the candidate's demand, the soft characteristics of the candidate was worrying in terms of his stability and performance at work in the future. At last, we gave up negotiating remunerations with the candidate, because from our client's perspective he was not the ideal choice.
We commenced the next round of screening and interviews immediately to recommend two more candidates within a week, and one of them was finally selected. From a personality and background point of view, the new candidate was superior than the previous candidate. In addition, he was more decisive as well because he informed the company of his decision on the same day he agreed with the remuneration. He was also able to start working one week ahead of the previous candidate, thus our client was very satisfied with the candidate.
After repeated communication with HR and clearly identifying the traits required in a candidate, we meticulously selected a lady from several candidates and recommended her to our client. After four rounds of interviews, she successfully passed the selection process.
Since the group was undergoing a merger, the position was unexpectedly suspended without a clear date for reopening of the vacancy. After nearly one and a half months of nonstop communication, the candidate's misunderstanding with the company was somewhat mitigated as she was able to understand the company's rationale for suspending the job position. Although the partnership temporarily dissolved, if both parties possess favorable impressions toward each other, there is still a chance for collaboration in the future.
Eight months later, the vacancy was reopened and the company remained true to its promise at the time (if the vacancy reopens we will consider the candidate our priority). However, since a long time has elapsed, the candidate has moved on to a new company and she has passed her probation period. We have maintained close contact and interaction with the candidate. After several communication attempts, she was delighted to hear about the company's sincerity and expressed her wholehearted gratitude toward the company.
Due to the company's remuneration limit, we focused on Chinese candidates with backgrounds in EHS from (a) our competitors or (b) general semiconductor front-end processing companies. We recommended one candidate from background (a) and (b) respectively. After the interview, our client believed that candidate (a) fulfilled their job requirements.
There was a significant discrepancy between the remuneration expectations of both parties, where our client's remuneration structure was more "performance-oriented." This means that although the remuneration package on offer was 12% higher than the candidate's original annual salary, his fixed monthly salary was reduced. As a result, the candidate hesitated in light of the increased perceived risk involved.
When our consultant stepped in to negotiate remuneration for the candidate, our client was skeptical of the candidate's request to increase the base salary and raised questions about his lack of self-confidence. After our consultant reiterated the candidate's motivation for changing his job, emphasizing his work performance and the dynamic changing objective environment of the semiconductor industry. The candidate finally received our client's approval.
A large home appliances manufacturer commissioned us to recruit an information safety manager. In addition to someone with IT safety background and management experience, the company also stipulated that the talent must come from one of the two major corporations. The request was a mixed blessing for us because on the one hand we were given a specific direction to search but on the other hand it limited the scope of our search, thus we encountered a talent recruitment bottleneck.
From our database and numerous channels, we made contacts with talents from the two major corporations. During the process, we encountered another significant problem: location. Since the client's company is located in the west and the two major companies specified by our client are located in other regions, many candidates were unwilling to work for our client, this slowed down the recruitment process considerably. However, after numerous contacts we managed to establish a rapport with the employees from the two major companies. We communicated with the candidates using a frank, delicate attitude and answered their questions honestly to express our sincerity. We also provided them with plenty of time to contemplate.
While choosing the appropriate candidates for this position, we not only took into consideration our client's basic needs but also emphasized the candidate's lateral communication and client relation skills. During the interview, we asked the candidate to share with us his/her experience in team leadership and the handling of client relationships, thus multiple interviews were often required. After nearly a month, we eventually recruited an outstanding candidate who ticket all the right boxes.
But an unexpected concern surfaced when the candidate regretted his decision right before assuming the new position. We immediately communicated with him to realize that the candidate has compared the company's remuneration standard with other companies and demanded a higher salary. On the other hand, we also communicated with our client to understand their take on the situation and arranged for a meeting to let both parties engage in further negotiations. Eventually both parties compromised and reached a consensus, where our client adjusted the candidate's salary and candidate was impressed with the company's brand image. "
A major corporation intends to recruit a MIS manager in Shanghai with the condition that the candidate must possess experience working for foreign companies, leadership ability and high level of stability. In other words, he/she must have at least six years of experience. Since the industry involves emerging technologies, talents with at least six years of experience are extremely rare. Furthermore, the company places great emphasis on their employees' overall demeanor and behavior, even business support staff must exhibit a certain type of demeanor and they may not be too indrawn. In addition, they must emanate an academic quality. Since most MIS personnel are indrawn and do not pay too much attention to their appearance, such restriction has greatly increased the difficulty of recruitment.
After exhausting a variety of recruitment approaches, we finally became aware of talent fluctuations in the industry through our contacts and acquaintances and discovered some extraordinary talents. Moreover, we gained information about the candidate's recreational and entertainment hobbies to ascertain if his personality fulfills the requirement of the company. Although our client has confirmed their candidate, in order to test his level of willingness, we set the progress for different aspects and besides company interviews we also met with the candidate in private to have coffee and chat. From the relaxed conversations we were able to gain insight into his genuine mentality and thinking to effectively assist the company to recruit the right talent.
For the position of "digital clinical history system sales personnel," the client insisted on recruiting talents from the same industry, but similar industries are so rare in China that the number of potential candidates was very small as well. Furthermore, remuneration in the same industry is relatively higher. Both dimensions significantly increased the difficulty of recruitment, thus we needed to address them from the outset. For the problem of the lack of talents in the same industry, we first gained a completed understanding of the job description before starting to think from the perspective of the clientele that usually come in contact with this job position. Thereafter, we conducted headhunting in the same industry as the clientele. As far as the second issue was concerned, we searched for remuneration related information pertaining to similar job positions in the industry for our client's reference, so that they can understand the current remuneration standards in the industry and in turn provide better recruitment incentives. With this two-pronged approach, we were able to successfully recruit the desired talent.
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