Recruitment Strategy: How to take your job to market?
It’s important to consider how you take your job to market. Ultimately you want to ensure that the person responsible for managing your recruitment assignment is well informed and able to communicate this effectively to your target audience.
This means that they need to be well briefed by the hiring manager, able to write engaging advert copy and have the ability to make credible direct approach to target candidates. If your person is an internal recruiter, then they need to be experienced enough to make all of this happen otherwise the investment in them can become a false economy.
If you decide to use an external supplier, then you need to look at how you engage with them to ensure that you get the most out of your arrangement. When we consider this, we need to look at the question – “In current conditions, what is the actual skill of recruitment?”
It is not just finding people, as this has never been easier. LinkedIn has pretty much eradicated the competitive advantage of big agencies who have for many years dined out on the size of their database. There are more ways to advertise your job than ever, as are there CV databases full of candidates. The real skill therefore is the ability to understand the role and the ability to engage with relevant candidates and present the opportunity in an appropriate manner.
Whether you are using an internal resource or an external partner, you need to make sure they are well briefed so that they in turn can ensure a first-rate candidate experience. The channels of communication need to be open and information communicated in a timely manner.
Candidate experience is often under-estimated, but in a competitive market, it can make a big impact on securing your preferred options.
Be mindful of how you manage your recruitment timetable?
When I submit a proposal for an assignment, I map out a transparent recruitment timetable. Clearly things can change in real time, however it is good practice to have something to work towards and helps to identify potential dates for interviews and number of stages which can be communicated to candidates from the start. If there are likely to be gaps between each stage then, although not ideal, is often unavoidable and so to communicate this from the start helps to maintain candidate engagement.
There can be a tendency for employers to think, whether consciously or not, that they are the one with the job and that everyone else can dance to their tune. In candidate driven markets this will have a negative impact.
Where there are many parties competing for talent, a well thought out and slick process can give significant advantage in terms of closing candidate offers.
Another key point is to be conscious of candidate’s time. How many times do you really need to see them? If they need to see multiple people, then try and group these meetings together so that they are not having to make duplicate visits.
In my opinion, a reasonably informal first stage to ascertain fit from both sides, followed up by a more formal second stage is often more than adequate. Depending on seniority of the role you may need an additional stage for final sign off from a senior stakeholder but any more than this and it is starting to become long winded. Neither side wants to rush a decision, but equally you don’t want to start duplicating parts of the process and lose candidate engagement.