Recruitment Strategy: Gain more commitment and increase the ability to deliver!
When we consider the realities of operating under the multi-agency model, we can quickly see why a lot of the frustrations around quality of service exist. If there is no commitment, then you can see why it is difficult for the Recruiters to invest the required amount of time to do the job properly. They need to be getting some CVs across and moving onto the next one, hence the massive focus on activity KPIs, as opposed to quality ones within the recruitment industry.
If you are showing commitment in terms of exclusivity and/or a retainer, then it makes sense that a Recruiter is able to allocate much more time to the assignment. We have all seen the number of poorly written adverts littering the online job boards, some no more than a straight cut and paste from a generic job spec.
The reason for this is not because the consultants want to do a bad job, it simply comes down to time. In order to cover all the vacancies, they are working on they do not have the time to spend creating quality advert copy and identifying which candidates are actually the best fit for the role and organisation.
Once you spend some time vetting your Recruitment Partners, you will be able to ascertain where their core skills lie. Are they skilled Recruitment Practitioners? Or are they highly skilled Recruitment Sales Professionals?
This is a key point, because a lot of firms will send out very polished and capable sales professionals to win business, however the delivery of your assignment is left to someone who wasn’t even in recruitment the month before. I don’t make this point flippantly as of course we all have to start somewhere, but more to highlight the fact many people who work in Recruitment are hired for their sales ability as opposed to their recruitment experience.
The ability to cold call 100 times a day is not the same skill that you need to actually deliver a well-rounded recruitment service. I have spent the majority of my time recruiting within the HR sector, which includes strong experience of recruiting internal recruitment/talent roles.
One of the key factors that we look for when taking people from an agency background into an in-house role is the ability to manage stakeholders and ensure that each vacancy is filled in the most effective manner possible. If a hiring manager sends through a role that you don’t fancy, you don’t have the option of ignoring it to concentrate on an easier fill.
This is a challenge for many in a contingency agency environment as the key focus of their role is often on outbound telesales activity rather than delivering a quality client and candidate experience. I wonder how many times agency recruiters have heard a manager say “How is your pipeline? Let’s just concentrate on the ones we can fill and worry about the rest later!” Believe me, it’s a lot!
When you are choosing your supplier, you want those who will protect your brand and ensure a positive candidate experience. As soon as you introduce multiple agencies into the mix, you make this much more difficult to achieve. Ultimately, we are talking about exclusivity and/or retained arrangements. It comes down to commitment and if both sides are fully committed to the process then it makes sense that time and quality of hire will improve. Traditionally this approach was reserved for senior executive hire, however the principle is valid for all levels. If a hire is not important to your business, then you probably should not be making it.
An experienced recruitment partner will be able to write good quality advert copy that resonates strongly with your target audience. They will be able to put together a clear recruitment timetable and will have the time to identify the best candidates for your vacancy by providing quality and well-rounded short lists.
They can manage the offer and feedback process and through closer communication with candidates ensure a seamless transition into your business.