Hier ist ein Beispiel eines etwas anderen Recruiting-Prozesses einer kanadischen Firma:

Instead of reading through each résumé, the company sent an email to each applicant, thanking the candidates for their interest and asking them to attend an open house in Toronto. Only 400 showed up. “That’s self-selection,” reasons Razor Suleman, the company’s founder and chief executive. “It’s so easy to apply for anything but 800 didn’t take the first step. That lowered the screening process.”

Over a few hours, Mr. Suleman and 31 of his employees arranged the two-story office so that the first floor was designated as an area where employees could mingle with the candidates. The second floor became a so-called speed-dating area, where the prospects had one-on-one contact with the employees for a few minutes. “It was perfectly systematic because everyone had a time slot,” says Mr. Suleman. “And in five minutes, we’d ask a few questions and see if they were right for the role. It was different but so efficient because you could remove people who aren’t wildly enthusiastic.”

By the end of the evening, the team had found the top 68 candidates, who will be called back for group interviews and then individual interviews.

Ein sehr interessanter Ansatz wie wir finden. Aber 31 Mitarbeiter über mehrere Stunden für die Vorauswahl einzusetzen summiert sich schnell zu hohen Recruiting-Kosten. Was meinen Sie? Gefällt Ihnen diese Art des Recruitings? Gehen Sie innovative bzw. kreative Wege bei der Kandidatenauswahl?

Der komplette Text ist zu finden auf dem Wall Street Journal