Do you already have the talent right under your nose?
When someone within your organization is considering a hire the first question that should be asked is, could an existing employee fulfil this position?
One of the biggest and most commonly cited reasons people leave companies is “lack of development”. Does a developmental / succession opportunity exist? Could an internal employee be interested who could be seconded over from another department? From our experience, far too often businesses hire over the opportunity to develop which often puts noses out of joint and leads to greater churn.
What skills do they need and what skills can be trained?
Taking the time to clearly define and scope out the role each time a new hire is signed off should be the next stage to #RECRUITBETTER
All too often hiring managers can be guilty of “Perfect Candidate Syndrome” rather than considering potential and development.
Decide who is taking the lead on the vacancy and make sure there is a real knowledge share and mapped out process agreed with SLA’s between a departmental hiring manager and the People Team.
Re-draft outdated job profiles and specifications or create new ones to include both the “must have” technical and soft skills competencies for the position. Creating scorecards for hiring managers & Rec to use in bullet point fashion can be a great tool for ensuring focus and consistency.
Cast the net far and wide
To secure and attract the very best talent for your vacancy you need to cast your sourcing net as far and wide as possible.
Be proactive not reactive people! Advertising is not recruiting, it’s only part of recruiting and a very small part of it too! Why? Largely due to the fact that the best talent is rarely on job boards or applying to roles. They are often inactive and passive and take a much more targeted and proactive approach to reach.
When you do advertise however, think about what will attract job seekers about the role and to your business. Your wish list interests them very little. Why should they get excited about joining your company? What is in it for them?
Utilise your existing employees
Think about who you and your team know already. Then think about who your workforce might know. They can prove an invaluable resource if fully utilized effectively. If you don’t already have in place an employee referral scheme then it’s high time you designed and implemented one. The rewards and cost-savings can be huge!
Encourage a social media sharing culture on LinkedIn amongst staff for new vacancies posted by the company which multiplies your reach.
Likewise, fully utilise and effectively partner with your in-house marketing function to create great talent attraction content across all social media platforms. Vlogs involving staff and “behind the scenes” brand content massively drives engagement.
Choose your recruitment supplier very carefully after thorough research and then partner them exclusively.
If you do require the assistance of a recruitment agency then reap the benefits of an exclusive or retained arrangement.
Meet with them regularly (minimum bi-annually) for service reviews, provide them with thorough briefs and you will ultimately secure better talent, your vacancy will be prioritized, the candidate journey will be consistent thus protecting your brand and you will save yourself valuable time.
Create a non-contractual and highly commercial PSL by relationship for agility that incorporates strict SLA’s and has one 1st and one 2nd tier supplier to cover each business area.
Make it snappy!
Subject to logistics and hiring manager availability, to increase control and reduce risk in the recruitment process, a recruitment drive should aim to be completed within 2 to 3 weeks tops.
Talent doesn’t hang around these days. People have options and indeed more options the longer a process takes.
The aim is to make the experience enjoyable and efficient for applicants. This goes for providing feedback to all candidates on the progress of their application and not just your chosen few.
Make sure that you introduce and include personality profiling and some form of performance-based assessment in the interview and selection process.
Ensure that the person vacating a position is not leading the process or first stage interviewing to avoid bias. Also, for reducing unconscious bias and encouraging diversity, remove all names, dates and educational establishment details from CV’s ahead of them being passed to an independent Shortlister. Create an interview pack and guide for managers within your business and roll out recruitment process and interview training for driving consistency.
Introduce telephone / skype pre-screening for all shortlisted applicants to better understand their general search requirements
and what stage they are at with it. Who might they know for a different role your organization is currently recruiting too? It’s all about the detail, reducing risk and increasing control in your processes.
If you always do what you’ve always done, you’ll always get what you’ve always got!
What we are referring to here is “pigeon-holing”, a trend that has unfortunately existed for years in recruitment within businesses. This is especially prevalent within HR recruitment surprisingly where a hiring manager expresses that they are looking to attract candidates from a preferred industry(s). You only need to research the background of People Team members of an organization on LinkedIn to see how open they really are in practice to encouraging applicants from different backgrounds.
The offer stage can either increase or massively dampen your future employees level of engagement.
Best and final offer first, always!
A base starting salary communicates how highly or otherwise your business values your prospective new employee. Low-balling to save on budgets or for other reasons can leave a bitter taste or still worse, can cause the whole hiring process to fall apart.
Mind the gap!
The recruitment process doesn’t end with a verbal acceptance of offer or the returning of new starter documentation.
Communication needs to be on-point and engaging from initial sourcing right through a new starter induction and beyond the probationary period.
What many recruiters miss is the period between offer acceptance and start date when future employees feel most vulnerable and anxious. This is a vital period when hiring managers should be encouraging involvement and interaction with and of the new starter to help them feel a part of the company before they even begin their journey with the business.
Make the investment
Recruitment often boils down to a matter of time and resources.
Despite a number of businesses investing internally in the critical talent acquisition area, the majority of businesses still haven’t.
Effective talent acquisition is all about employer branding and an exceptional candidate/employee experience these days.
A lack of full-time investment and resource in talent acquisition expertise is risky business. It tells the outside world that your company doesn’t see or understand the true value of in-house recruitment expertise.
Measure and continually monitor
If you are not doing so already, make sure you analyse your team’s recruitment performance quarterly by creating KPI’s to work towards and to measure against.
Recruitment KPI’s can include average time to hire; direct versus agency hire percentages; retention rates of new hires; recruitment spend versus budget; secondments; employee referrals; reasons for vacancies, proactive versus reactive recruits; number of non-starters and new starter feedback of their candidate journey.
Always be recruiting!
The reactive back-foot approach is to only recruit when a vacancy arises within your business areas.
Following on from the last point about making the critical talent acquisition investment, a lack of resource will result in reactive recruitment practice.
Rather, invest in at least one full-time internal Recruiter who can be talent pipelining, succession planning, cost-saving, providing feedback, offer management, nurturing key stakeholder relationships, on-boarding, engaging and branding. Just to name a few of the added-value activities that such a recruitment resource would enable.