If I were to ask you what condition your recruiting process is in at the moment, what type of answer would you give me? Would you give me a number? Would it be in the form of a recruiting metric? Would you tell me about your candidate experience? Would you tell me about your hiring manager/recruiter relationships? Or would you give me a very general “good” with a quick shoulder shrug and a look in the opposite direction?

The truth is, I can tell a lot about your recruiting conditions based on the type of answer you provide. I can tell whether you value the candidate’s side of the equation, the monetary aspect, the “recruiting-is-a-pain-in-the-butt” aspect, or your own employees’ experience. I can tell whether you are truly excelling or floundering under the pressure of filling open requisitions, regardless of the number of individuals you employ. I can even determine whether you’re in denial about it all.

The successful organization looks at each of these aspects both equally and consistently. For example, if employees are floundering, candidate experience will immediate rush down the drain. Similarly, there is no surefire way to perceive candidate experience if metrics are not constantly being utilized. Each facet is connected to the next, and an entrepreneur must juggle them all.

Let’s get one thing straight: denying that you have a recruiting problem is the quickest way to let your clients, candidates, hiring managers, and/or recruiters down at once. I’ve worked with private equity backed startups, family owned businesses, and fortune 100 major corporations all over the globe, and I’ve determined that the signs of poor recruitment strategy are uniform throughout.

 
Consider the following:

 
 

If you answered “I don’t know” to any of these questions: Houston, we have a problem.

Let’s take a look.