Virtual HR leads recruitment firms in digital interviewing – KBC Feature

Virtual HR a Human Resource and talent management company is introducing digital interviewing in the recruitment of personnel.


This means that Kenyans no longer have to be physically present for a job interview and instead can opt for a Skype call, video conferencing or mobile-based chats especially WhatsApp recording.

Gladys Ogallo, the Managing Director of Virtual HR says that formerly time-consuming human resources tasks have been vastly improved through technology.

From digital interviewing to digital records, HR teams are now able to recruit and track data faster and more efficiently today than ever.

‘’Some of the major HR processes influenced by technology include Job Evaluation, Performance Management, Training, Recruitment and Selection, Data Storage and Retrieval. We now use a Self Service Module to ensure applicants’ details are updated and are available online at the click of a button including LinkedIn, Google, Twitter and Facebook links as opposed to just manual records. Our processes no longer require that we have a face to face meeting with a potential candidate.  You could be in Mombasa, Namanga or Dubai and we interview you from Nairobi but still manage to hold an effective performance review session,’’ said Mrs. Ogallo.

Factors that would make the recruitment firm consider online interviews include geographical distance, time and cost.

‘’There is no point of hassling both the candidate and ourselves to travel for miles for an interview while we would still achieve the same results through a simple a mechanism as even a WhatsApp chat that would end up saving us significant time and money. As long as it is efficient there is no need,’’ said Gladys Ogallo, who also noted that 3 of every 10 interviews they conduct nowadays are done digitally.

Through digital interviewing candidates are allowed to use whichever technology they prefer — phone, tablet or laptop— to record their responses and HR screeners are given an opportunity to review either immediately or on their own time.

This saves both the recruitment firm hundreds of hours of travel costs and other logistics accrued in physical recruitment. The candidates also save on time and money to get to location.

However, it is important to note at the final stage of the recruitment process the candidate may be required to attend in person as the exclusive use of technology end to end may limit the recruiter’s assessment of the candidate’s personality and other important finer details.

It also assists in giving the whole process the human touch that technology cannot achieve especially on character judgement and detection of passion and commitment.

‘’Getting the right person for the job online does not end there. The real task begins as you place more focus on relationship building as this is where the true self of your applicant begins to show,’’ added Gladys.

Don’t be too impatient, you need to earn your stripes


… Gladys Ogallo is the founder, Virtual Human Resource services ltd.

My first job, after graduating with a bachelor of education degree from Kenyatta University, was teaching Business, English and Office management at Kianda Secretarial College. I was earning Sh20,000.

After the college was taken over by Strathmore College, now Strathmore University, my scope of teaching expanded and I did my MBA.

I went on to hold a leadership position at Africa Online, where I was head of training in charge of nine countries. I held another top management position at UUNET before moving on to start my own company.

My ultimate dream is to mentor as many women as I can, to grow board membership of competent and strong women.

  1. What were you doing at 21?

I was a happy-go-lucky University student.

  1. Which two qualities of Gladys would you attribute your success to?

The first is that I pay attention to detail. This helped me get ahead of the pack especially early in my career. My other valuable quality is my ability and willingness to compromise. I interpret it to mean “two heads are better than one.”

  1. From your experience in HR, what is the one career mistake that young people are making today?

Being too impatient with career progress. They need to earn their stripes. Most young people want instant gratification. They want promotion now. They don’t realise that their seniors have laboured patiently to be where they are.

  1. If you could go on your career journey all over again, what would you do differently?

I would spend less years heading HR departments and move on to consultancy four years earlier than I did. I feel those four years didn’t grow me much and could have been done by someone else.

  1. What advice can you give the young person reading this?

Be the CEO of your career. Make the right choices, and when you make a career mistake, don’t panic. Just get back to the drawing board. Also, be creative and innovative with your career. When you are young, you can afford to make mistakes and get back on board.

One of my favourite media personalities, Laban Califf Onsero, was my mentee, as a HR professional. He found his career joy elsewhere, in media. He left HR. He was ready to be creative and innovative and make the jump from a career that he felt wasn’t his.


  1. I am widely read. I strive to know more today than I knew yesterday.
  2. I believe that image matters. I take care of my physical image as well as my reputation.
  3. I am a woman of my word.
  4. I pay attention to detail. No one likes sloppy work.
  5. I laugh freely and feel deeply.

The last book I read and enjoyed is The Jewish Phenomenon by Steven Silbiger. It is a must read for everyone.

In Summary

  • Most young people want instant gratification. They want promotion now. They don’t realise that their seniors have laboured patiently to be where they are. 
  • After the college was taken over by Strathmore College, now Strathmore University, my scope of teaching expanded and I did my MBA.
  • I went on to hold a leadership position at Africa Online, where I was head of training in charge of nine countries. I held another top management position at UUNET before moving on to start my own company.

What Managers Can Do To Improve Employee Performance

Any time an organization carries out a performance review, the participants must be ranked. Just like in the recently concluded IAAF championships, there will be excellent performers, good performers, average performers and poor performers in any organization. It is easy focus on the excellent and good performers. The alternative demands a critical examination of the underlying causes behind the poor performance. Quite often, the poor and average performers need assistance in order to boost their performance. This could be in form of mentorship or training.

There is no shortage of literature on how to mentor employees or how to improve staff performance. Most managers fail in their efforts to improve staff performance as a result of having misguided intentions. Improving staff performance is not just about healthy profits and accolades for the team leader. It is about doing the difficult, messy work of understanding the employees, their motivations and the organization’s role in their performance.

Once the stage has been set, managers can embark on a journey towards improving staff performance in three easy steps:

Engage the employees

Research has provided sufficient evidence to support the need for employee engagement. Employees are likely to perform better when they report to managers who understand what they do and provide them with opportunities to do what they do best. Managers need to understand their talent pool and work towards managing the talent effectively. For instance, an accountant might be struggling with his job because his natural talents dictate that he should be a salesperson. The identification of talent mismatch goes a long way in enhancing employee engagement which ultimately improves staff performance.

Praise publicly, critique privately

Kenyan athletes were recently feted for their sterling performance in Beijing. The Deputy President expressed his pride and joy as he hosted the team at his private residence. The Kenyan team may have placed Kenya on top of the world but this does not mean that all the athletes got a medal. Some of them performed poorly, contrary to the expectations of their coaches and their country. Criticizing the athletes who did not perform well in public would be a miscalculation. Praising the team, on the other hand, boosts the confidence of all the athletes. Tactful managers praise publicly and critique privately. Critiquing privately provides the employee with an opportunity to confront his or her failure without the fear of shame or ridicule. Once this has been done, the path towards a better performance can be charted.



Be a resource to your team

Are you an approachable manager? Can your employees ask for your assistance? There was a time when management was all about hiding in the corner office, barking orders and spreading fear. Those days are long gone. It would be a shame to drag management back to those days in the current knowledge-based work environment. A manager’s job begins with managing his character: his words, his time and his relationships at work. A healthy working relationship between a manager and his employees fortifies the bonds of the team and promotes seamless communication. Attaining the organization’s vision in such an environment is much easier since the employees see themselves as a pivotal part of the organization’s vision.

What are you doing to improve your organization’s performance?


How to improve your organization’s interview process

There is no shortage of advice on what candidates seeking jobs need to do before interviews. We, the HR practitioners have said it all: how to dress, how to answer interview questions, how to ask questions about remuneration and so on. As the candidates pore over time tested advice on successfully going through an interview, it is important to consider what HR practitioners need to consider before interviewing candidates. After all, practice makes perfect. If you are seeking to improve your interviewing process, try incorporating some of these tips:

Research, research, research

A great interview should be based on sound research. If you are seeking candidates to fill a vacancy in another department, it is important to get the specifics of the position from the head of that department. What is the job description? What qualities and skills should the candidate seeking to fill the position possess? Whenever it is necessary, invite the head of the department to the interviewing panel. For instance, a candidate seeking to fill the position of a software developer needs to be conversant with programming languages. Inviting the head of the IT department to the interview panel could help in determining the competency of the candidate in programming.

Running a HR department can be a daunting task. At times, HR practitioners get bogged down by other responsibilities thus sparing little time for researching on candidates. HR practitioners need to carefully read and review resumes before an interview. Doing this provides the HR practioner with an opportunity to pick out gaps that are questionable such as a long break in work history or sketchy details about a special project.  It may be necessary to do a background check in some instances.

Ask the right questions

The role of an interview is to determine the suitability of a candidate by engaging him or her in person. HR practitioners need to tailor their questions in a manner that enables the candidate to provide information about their work experience and area of expertise. This does not mean that the HR practioner can rapidly fire questions at the candidate as soon as he or she walks into the room. Instead, the 80/20 rule should be followed. The interviewer should do 20% of the talking while the interviewee should do 80% of the talking.

There are questions that should be avoided because they could be deemed as discriminatory. Some of these questions include:

  • Are you married/ single/ dating?
  • What ethnic group do you belong to?
  • What is your religious affiliation?

To avoid getting into murky territory during an interview, the HR practitioner should ask open-ended questions that lead to further discussion on the candidate’s’ work experience and area of expertise. Some of the questions that the HR practitioner can ask include:

What are your primary responsibilities at your current position?

How does your job relate to the overall goals of the organization?

Which aspect of your job do you consider most rewarding? Why?

What are you looking for in your next job?

Listen carefully

There is always a task pending in the world of an HR practitioner. In this success-oriented age, it is easy to get lost in the next email, or project in an attempt to maintain a successful track record. An HR practitioner who approaches his or her job like that will easily miss what is in front of him. Good HR practitioners avoid the next-high trap. They engage every candidate during an interview. They pay attention to every detail. They are always seeking an opportunity to attract and hire the best talent because that is the first step towards winning the war for talent.

What steps do you take as a HR practitioner before conducting an interview?


Redefining Performance Management

For years, students in Kenya have sat for the Kenya Certificate of Primary Education (KCPE) exams prior to graduating from primary schools and Kenya Certificate of Secondary Education (KCSE) exams prior to graduating from secondary school. The highlight of these major exams is the performance ranking published by all major media houses in the country.

A bill that is set to be tabled at the National Assembly is seeking to change this. The bill proposes the replacement of KCPE and KCSE with annual assessments which will cumulatively be used to gauge the talents and capabilities of the students. Experts have come out in support of the proposed system by stating that it will promote learning and help the individual develop his or her talents. Those who are against the proposed system opine that competition is healthy hence the old performance ranking system should be maintained. The most important lesson organizational leaders can glean from this debate is that performance management needs to be evaluated and re-designed if necessary.

Performance management is more than a ‘box ticking’ exercise

In my experience as an HR practitioner, I have watched with utter dismay as employees and employers reduced performance management to a ‘box ticking’ exercise. There is a lot of negativity that is associated with performance ranking and by extension, any form of performance management.  Most employees consider performance reviews an exercise in futility. Performance management systems bring out the competitive human nature; a trait that may manifest in different ways. Some employees are quite competitive hence performance reviews will leave them bragging for days.

Most employees want to perform well hence a low-performance rating is a dent to their self-confidence. It is for this reason that human resource managers find themselves dealing with uncooperative employees whenever they carry out performance reviews. On the other hand, employers are divided on the importance of performance management. Some, based on their observations, argue that performance management encourages self-promotion and narcissism; traits that are poisonous to the organizational culture. Others contend that performance management is crucial to the decision-making process because it helps leaders make important decisions on talent.


Is there hope for performance management amidst such challenges?

What can organizations do to change performance management from a ‘box ticking’ exercise to a system that helps them measure individual performance and maximize productivity? Performance management systems often fail as a result of poor design and flawed implementation. Addressing the negative attitudes towards performance management needs to begin with an honest assessment of an organization’s performance management system. It is important to ask the following questions:

  1.    Is the organization’s performance system beneficial?
  2.    What is good performance according to the system in place?
  3.    What is bad performance according to the performance management system?
  4.    Is there a feedback mechanism that encourages good performance and addresses the issues that lead to bad performance?


Aspects of performance management

With this in mind, an organization can create a more effective performance management system by following these steps:

  1.    Performance planning

Performance planning sets a platform for the communication of objectives to employees and the development of actionable points that will guide the employees towards the attainment of the set goals. Performance planning works best as a collaborative effort between managers and the employees. The performance planning document should be used to monitor the progress made towards the attainment of the set goals. The monitoring exercises should be used as a basis for the re-alignment of goals in line with the changing business environment. Performance planning and continuous feedback foster continuous improvement of the employees.

  1.    Improve the information gathering process

Performance-related information should be gathered from a number of sources. For instance, during the evaluation of the performance of a sales executive, the HR department should consider the following: sales reports, past appraisals and observations from immediate supervisors. This will eliminate subjectivity and provide a more wholesome perspective on the performance of the employee.

  1.    Embrace technology

The digital wave is here to stay. Organizations are gradually coming to the realization that they must adapt to new technologies and innovations or become obsolete. Managers need to embrace performance management systems which will streamline performance tracking and administration. The use of technological tools helps managers create effective talent management strategies and engage employees in the process of their development.

What is the greatest challenge your organization has encountered in performance management? Get in touch with us today: Tel: +254 706 419 111.  Email:

Principles of Identifying High Potential Talent

As organizations seek to win the war for talent it is important that they develop a criteria that will guide them in identifying high potential talent. A high potential employee refers to an individual who has the capacity to hold a leadership position at an organization. Once a high potential employee has been identified, the appropriate opportunities to develop can be accorded to him or her in preparation for their role as leaders in the organization. According to a report in the Harvard Business review,  high potential employees possess the following characteristics:


  • They are passionate about excelling in their respective fields
  • They have an accelerated ability to learn and assimilate new concepts.
  • They have heightened sensors hence they can quickly assess their environment and take calculated risks.
  • They have an enterprising spirit.

High potential employees have the capacity to lead the organization to the next level by building trust, confidence and improving the performance of an organization. However, most organizations miss out on the opportunity to reap the benefits of having high potential employees because they lack systematic and formal processes that will enable them to identify high potential employees. By developing systematic approaches, organizations can arrest the notion that high potential employees are underutilized in most organizations. Arresting this dangerous notion curbs low employee morale and high turnover rates. Any organization seeking to develop a formal criteria for the identification of high potential talent ought to consider the following principles:


Principle I: Plan for the future

There is a popular adage that states that failing to plan is planning to fail. The HR department in any organization needs to anticipate the hard-to- fill leadership positions that may arise in the organization in the future and the strategic needs of the organization. The identification of these needs should be followed by prioritization and the definition of the roles that come with each positions. The requirements that need to be met in order to meet the human capital needs should be spelt out. In some cases, the internal talent pool needs to be mentored in preparation for the upcoming roles. In other instances, the organization may need to recruit talent from outside the organization.

Principle II: Definition of high potential criteria

According to PDI Ninth House, organizations need to define high potential criteria. A review of literature and case studies enables the organization to define terms such as performance, fitness, readiness and potential. The high potential criteria for specific positions within an organization ought to be spelt out in the process. The high potential program should be updated regularly in line with the needs of the organization. A feedback loop can be created to allow high potential employees to give their feedback. Once this has been done, the organization can create a learning program for high potential employees to foster learning.

Principle III: Make the high potential criteria measurable

Creation of metrics for the high potential criteria makes it easier for the management to determine the suitability of a candidate since it minimizes biases. Assessment tools that can be used in this process include:  Personal Development Analysis (PDA) and talent measurement tools such as SHL Talent Measurement.

Principle IV: Identify high potential

High potential employees can be identified once the organization has set a measurable criteria for high potential employees. There is often confusion between potential and readiness in course of identifying high potential employees. Readiness is an indication of whether the candidate can step into a given assignment or role. Potential refers to whether a candidate has the right motivation and focus on organizational goals. The confusion between readiness and potential can be eliminated in the course of making high potential criteria a measurable attribute.

Get in touch with us for help on talent search by calling us on Tel: + 254 706 419 111 or through this email

Winning The War for Talent

The recently concluded Global Entrepreneurship Summit in Nairobi erases any doubt about the potential Kenya has of becoming an economic power house. Kenya is among the many African countries that offer numerous investment opportunities in the following sectors: agriculture, mining, technology and the oil and gas industry. Local and international organizations in Kenya and in Africa are currently operating in an environment that is characterized by fierce competition for talent. Fast growing companies find themselves grappling with a dearth of talented individuals who can fill senior management and technical positions.

In the 70s and 80s, employees would start out at one company and retire while still working at the same company. In the current business environment, talent is mobile. Organizations have to work towards recruiting, training and retaining their talent. The public sector, which was known to retain talent for years in the past, has had to compete for top talent with the private sector. Organizations in Kenya and across the globe are fast coming to the realization that talent management is an indispensable element in the survival and success of every organization.

Companies seeking to shift from an ad hoc approach towards talent management to a strategic talent management, needs to recognize that it is easy to overlook talent and eventually lose it to the competition. Organizations treat talent as an afterthought for the following reasons: Most organizations are continuously growing in line with the demands of the market. In the process of seeking new markets, launching new products or services, the organization’s efforts are directed towards capitalizing on business opportunities. In other instances, the management does not understand the association between talent management and organizational performance.

An organization seeking to avoid the pitfalls of poor talent management needs to consider the following elements:

Talent training and development

Organizations need to train and develop their own talent. There is a need to recognize that skilled workers are not robots. They are career oriented hence they need opportunities that will allow them to advance in their careers. Skilled employees need to be given the opportunity to innovate. LinkedIn has a program known as “Incubator” which allows employees to develop a project alongside a team and present it to the executive staff. Incubator has resulted in the development of innovative solutions such as “go book”, a meeting scheduling tool that is currently used by the team internally. Executive education programs can also help organizations retain their top talent. Research has shown that executive programs slow down the turnover rates because they provide talented workers with an opportunity to grow. Executive education programs are a demonstration of a company’s commitment to the long term development of their employees.

Strategic alignment

An organization that is keen on sustainable growth must align its business objectives with its talent management plan. Fast-growing organizations can be categorized into two: those who mask their poor talent management plans with their growth and those who have realized that talent management is crucial to the organization’s growth. The latter is more desirable than the former. To move from the former category to the latter category, organizations need to answer the following questions:

  • Is the growth of the organization overshadowing critical human resources challenges?
  • Does the organization have the tools to anticipate and develop the required talent?
  • Should the organization be doing more to link its strategic objectives to its talent management plans?

The answers to these questions may not be obvious, even to the human resource department in your organization. At Virtual HR, we have tailored solutions that will help your organization:

  • Identify talent in your organization
  • Develop measures for retaining talent
  • Develop a winning talent strategy
  • Develop talent metrics

Why HR Outsourcing Adds Value to an Organization

Outsourcing is as old as organized political and economic systems. Specific personnel were often contracted by the government to collect taxes in the ancient Roman Empire. During the Industrial revolution, rapid technological advances resulted in increased production. This advancement led to a shift from horizontal partnerships to complex, vertical relationships that were geared towards the attainment of the organization’s goals.

Human resource outsourcing entails the delegation of one or more human resource service(s) to an external provider, who owns, manages and administers the delivery of the services based on pre-determined performance metrics.  Outsourcing of human resource function(s) has become a common phenomenon globally. Organizations, regardless of their size, find themselves having to replace, supplement or broaden their operations by outsourcing aspect(s) of their HR functions.  Just like with every other business decision, the decision to outsource the human resource functions cannot be made without considering the contextual factors. The organization must consider the economic, social and legal landscape it operates in.

The strategic objectives and financial plans of the organization define the scope and direction an organization desires to take. This makes every outsourcing decision unique.  Some firms we have worked with in the past have contracted us to do psychometric testing or training. Others have outsourced their entire HR function to our organization. In spite the fact that making the decision to outsource HR functions is multifaceted and complex, organizations ought to embrace HR outsourcing for the following reasons:


1. Cost effectiveness

The current business environment is cost conscious and competitive.  The rapid changes in the external operating environment are making it necessary for organization to adapt fast. With the increased focus on profitability, organizations find themselves subjecting their   departments to cost reduction measures. HR demands oversight, innovation and resources but it does not directly give returns. Outsourcing human resources function (s) helps the organization focus on the core competencies. By outsourcing HR functions, the size of some of the HR functions can be reduced.  Innovative solutions can be implemented resulting in a reduction of the cost of executing these functions. The innovative solutions puts an organization in a better position to maintain a competitive edge. HR specialists that would otherwise be out of an organization’s reach due to the cost of hiring them can benefit the organization with their skills and expertise as external HR experts.


2. Enhances legal  compliance

Organizations grow over time hence the need for mergers, acquisitions and expansion. In light of this, organizations need structures and HR processes that are capable of blending of corporate cultures, handling layoffs and consolidation of employees. Outsourcing HR functions would appeal to an organization during a merger or an acquisition because specialized personnel would be superfluous after the completion of the project. Organizations must also comply with various legislations and regulations.

An external HR expert provides guidance that  enables an organization to set policies and procedures on health care, overtime compensation, pension reform and benefits eligibility. While this can be carried out by internal HR departments, keeping up with the regulations is demanding.  It may call for an increase in the number of personnel working in the HR department as well as the resources devoted to the department. An organization is better off hiring a subject matter expert to handle matters of compliance.


3. Implementation of  HR tech

Improvement of the quality of HR services calls for improvement of the systems as well as training of employees and managers. ICT solutions in HR assist in enhancing the quality of the employee-management relations.  ICT solutions ease HR functions such as leave-planning, appraisals, evaluations and health care insurance. Once an organization has a system in place, regular updates need to be done in line with the trends in the business environment. Some systems are only useful for a given period while others are embedded into the daily functions of the HR department. An external HR   expert can significantly reduce the financial burden associated with introducing new technological   solutions into an organization. HR tech solutions such as virtual workforce leadership and virtual analytics can be carried out for the benefit of an organization by an external HR expert.

Creating a winning organizational culture

Have you ever been to a firm or enterprise that drains the energy out of you? Picture this: you walk into a premise in need a service. The attendants are chatting in the back office. The receptionist is on a personal call. Your attempts to get someone’s attention are ignored as everyone minds their own business. It can be very frustrating to encounter such a scenario.
What causes such mayhem in an organization? Culture. The business dictionary defines organizational culture as the “values and behaviours that contribute to an organization’s unique social and psychological environment. Aristotle, the philosopher once said, “We are what we repeatedly do.” At its core, an organization is a living organism made up of people, their values, behaviors and experiences. What they do shapes the organization and ultimately reflects in performance of the organization.
Instilling an organizational culture that motivates employees to do the right things rather than the easy thing can be a challenge. Employees come from diverse backgrounds and have unique personalities which are brought to the fore in the course of interactions at the workplace. Creating and sustaining an organizational culture that facilitates successful implementation of the business strategy calls for the translation of the strategy into customer oriented actions that become the soul of the organization. The mindsets of the employees must shift in the process of creating a winning organizational culture. The employees shift from being the doers of the job to being the owners of the job. They take responsibility for their actions. They come up with solutions to challenges that arise. They create a positive working environment.
We have observed that the organizations that create and sustain successful organizational cultures follow these critical steps:
1. Leadership sets the tone
Every organization rises and falls on account of its leadership. If the leadership has a culture of doing the right thing, the employees will follow suit. If the leadership has a culture of doing the easy thing, the employees will do the easiest thing. The leaders of an organization must not only create a winning organizational culture but they also need to make room for the evolution of the organization’s culture. The current business operating environment is changing at the speed of light. New technologies are emerging. New regulations are implemented quite often. A successful organization embraces change quickly.
2. Prioritize and focus
An organization’s culture cannot be changed in a day but each day must be characterized by some changes. What aspects need to be improved? What aspects are unproductive and unnecessary? What timelines have been allocated to the improvement of organization’s culture? What comes first and what comes last? Answering these questions helps in the creation of priorities as the organization seeks to build a winning culture.
3. Structure
An organization relies on ritual and vision to go to the next level. Ritual (habits, values and behaviour) power the vision. Creating rituals that will sustain the organization calls for creation of suitable structures. The structures created perpetuate a winning culture and keep the organization focused on serving its customers.
What is your organization’s culture? Is it working for your organization?

Top five recruiting challenges HR professionals face and how to overcome them

Every HR professional comes up against certain challenges when they are trying to hire new workers. From not receiving resumes from candidates with enough experience to being unable to shift through applications effectively, many recruiters encounter numerous issues with acquiring new employees every day. However, there are some obstacles that many HR professionals must tackle in their search for great talent that are just emerging. These types of issues require HR representatives to adopt specific solutions and strategies if they want to improve their recruiting.

Here are five of these challenges and how to overcome them:

1. The need to make a Speedy Hire.

According to an article in HR resource, one of the biggest struggles recruiters are starting to encounter is the need to make a quick hire. Many HR professionals had time during the recession to deliberate over candidates’ qualifications and conduct multiple rounds of interviews, but competition is heating up once more for great talent. In addition, many companies are growing so fast and need to fill multiple positions at the same time that recruiters no longer have a lot of time to recruit workers.

Solution: HR professionals should examine their recruitment tools, especially their software and employee management strategies. Recruiters can spend a lot of extra time trying to input candidates’ information into systems or speaking with managers about the specific requirements of a certain position. Ensuring all of the needed information is already documented and easily accessible can save recruiters some steps and cut down on their recruitment time.

2. Not having enough resources.

Many HR professionals have to make do with the resources they have, and sometimes there isn’t much to work with. While some HR departments are given large budgets to place ads across the Internet so job openings are in the hottest recruitment spots, others may have to use free job boards or take out space in more traditional recruiting channels. This can present big problems with finding qualified candidates.

Solution: Not every department can boost its recruitment budget, but HR professionals are able to examine where the best hires are searching for jobs. Platforms like social media can be great and affordable solutions to this issue for HR professionals, who can use their LinkedIn profiles, for example, to send out information about open positions to others on the social site.

3. Being unable to find the perfect candidate for a certain position.

HR professionals often see themselves stuck when they aren’t receiving resumes from candidates with strong backgrounds or skill sets needed for the position. Even if these recruiters reach out to passive job seekers, they may hit a brick wall in terms of finding the talent they need. This is an all-too-common problem for recruiters, but one that they are starting to face more often as the competition for key performers heats up.

Daniel Ha, founder and CEO of communications firm Disqus, told SmartRecruiters this was a significant problem his company encountered, especially since it had limited resources.

Solution: Ha said his company was able “to strike a great balance between hiring someone for position-need versus hiring someone that’s great regardless of position.” HR professionals need to get out of the mindset of hiring for a position rather than assembling superstar talent. While recruiters may have to fill a certain position, they should also be open to training and educating talented workers so they can acquire needed skills.

HR representatives can also adjust the position’s job description. According to Brazen Careerist, a job description’s wording may not correctly explain the position and its needs. Some of the qualifications may not be realistic for the position’s true requirements.

4. Understanding and using analytics effectively.

Big data may be a topic that’s old news to many HR professionals, but analytics remains a large challenge for many HR professionals. According to HR Den, being able to sort through and harness data acquired through human resource information systems and other types of technology can be difficult for HR professionals. Making sense of the collected data can be especially tricky.

Solution: HR professionals should work with data analytics experts or HR solution vendors to understand what various data points mean and how the department can harness them. Recruiters can then create cheat-sheets to help them understand how certain types of information can be used in the future.

5. Finding workers who fit the company culture.

New hires need to be able to integrate into a team and work well in the company environment, otherwise HR professionals will have to start the talent acquisition process all over again. Jennifer Barbee, founder and CEO of a tourism marketing company, told SmartRecruiters finding workers who fit the company culture was the business’s top recruiting challenge. This was an issue as well for Nathan Parcells, founder and CMO of InternMatch, who told SmartRecruiters his team had to let great candidates go because they didn’t gel with the team.

Solution: HR professionals should ensure they describe the company culture as best as they can in job descriptions. Displaying the company’s mission and aspects of its internal environment can help job seekers understand the organization better, which can ensure only those candidates who may fit well will apply.