Have you already referred someone for a job and been paid for it?

Executive Outplacement: Learn what to consider in this process

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More and more companies have realized that hiring professionals from employee referrals can bring gains to the organization. But the subject still generates some controversy because despite some advantages, it also has counterparts.

When companies have open positions, they can opt for a mixed candidate search system. That is, at the same time that they are looking at the market with the help of talent consultancies, they also open up the opportunity for employees to indicate possible names.

It is very common, especially in this current phase of economic crisis, for employees to always have someone to nominate. With social media, it's easier to connect with colleagues and ask for help, especially when you're unemployed. Despite the ease of obtaining resumes, the company must have good professionals at the head of selection and recruitment so that they know how to take the process seriously and do not feel pressured to interview professionals who are not in the proposed profile, but who are indicated by colleagues closer.

In recent years, large companies have adopted a bonus policy for those who refer a professional who is hired. There are organizations that already set a goal that a fixed percentage of their hires must come from referrals and there is even the creation of an internal talent bank so that the employees themselves can feed and help recruiters.

The growth in hiring via referral has a strong reason. HR managers understand that when an employee appoints someone, he automatically becomes responsible for that professional, so he would not make the suggestion if he knew that he is not a suitable person, either in technical or behavioral terms. Indicating someone is also intrinsically linked to the reputation that professional will have in the company from now on. Therefore, it is still an HR strategy that at the same time motivates its employees, it also gives them the responsibility to seek out future colleagues in the market who add value to the company's business and who have competence and curriculum to match the position.

For the company, it is also advantageous to think that the professional hired from a referral will easily adapt to the routine because he will already know someone who can introduce him to other employees and help him in whatever is necessary, breaking the ice of the unknown.

But, despite so many positive points, there are still companies that are reticent when it comes to appointments, especially when a manager suggests someone to be his subordinate. It is not uncommon for certain privileges and concessions to happen, as well as an extra dose of patience and acceptance when the results presented by that professional do not reach the expected. This type of protection is not healthy for the smooth running of the business and can even harm the image of those involved, in addition to generating discomfort and inferiority in other employees.

Therefore, indications are welcome and bring greater confidence to the recruiter that that professional has quality, but it is necessary to weigh the suggestions and make a good investigation of the candidate's professional background, as would be done with any other person who came from out to see if the profile fits into position. In addition, preventing the contractor from not responding directly to the person who appointed him/her can also be a way to reduce the risk of low performance.

We, headhunters, when we approach a professional who is not exactly within the profile or not interested in moving in the market, we always ask if they would like to nominate someone for the position. Our networking is a great source of candidates, because those who make the appointment are putting their credibility at stake for future processes, being much more assertive.

Gerson Antunes is an Associate at HR Consultant UK, with expertise in identifying needs and presenting solutions in human capital.

Conclusion

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