Gretchen rants about hiring managers

Last week Gretchen posted a fairly blunt post about the role of recruiters in large companies highlighting in particular some of the issues within Microsoft. When I first read the post I raised an eye brow at the honestly but thought nothing more of it. How wrong was I, and it seems Gretchen.

The post was picked up by CNet and titled “Recruiting headaches at Microsoft” and then somehow the CNet news story ended up on the front page of Google News. The long and the short is the post has caused a major stir, Gretchen has since posted an explanation.

The post highlights the VERY fine line all bloggers walk along between being honest and over stepping the mark. While her post might be a little bit over the line and in reflection some sentences probably should not have been included, I know I have posted and then thought oops maybe that was too much we all do it. It is when you step over the line that you realise where the line tritely is until that time you only speculate.

What Gretchen does highlight a very real issue facing all companies and for this Gretchen should be congratulated. In the long run I hope it opens the eyes of both recruiters, hiring managers and candidates of the different issues facing all sides of the recruiting equation. There are several portions of the post that should hit home however I found her last paragraph to have to most truths:-

But I hereby warn ye, next Microsoft employee who sends me the next great recruiting idea like searching our resume database or sponsoring a one-time event, I will not be so nice. There’s no silver bullet, and to recruit top talent, you’ve got to be prepared to invest long-term in solving the problem. When you are ready to talk about that, you know where I am.

Top talent is hard to find, and sometimes top talent in one company is not top talent in another. Building a high performing organisation takes time and requires a major investment, one of the largest inputs into this process is new hires and the process should be treated with the same level of respect as when negotiating any supply contract that is valued at several hundred thousand dollars.