Supercharging your Recruitment Strategy: Introduction
It is no secret that the recruitment industry has got a poor reputation for service and perceived value for money. Recruiting companies often cite high fees, poor communication and badly screened CVs as some of the common complaints, whereas candidates routinely experience lack of information and poor if any feedback regarding their applications.
How you bring new people into your business is an important task, but we seem to make it very hard work sometimes. Often there is conflict internally as to who has responsibility for recruiting, which can result in it drifting along with the hope that it will somehow sort itself out. This is not particularly strategic and unlikely to produce effective results. The reality is that everyone needs to take some ownership for it.
From the CEO down, getting the right people into your business and then keeping hold of them is core to commercial success. If HR are the nominated guardians of recruitment, then hiring managers need to do their bit to support the process and ensure that decisions are made quickly, and that candidate engagement is always respected.
For this to work, those responsible for recruitment need to ensure that robust and relevant processes are in place and importantly that they have the capability and back-up to challenge those that do not follow them.
I think it’s important to note that external Recruiters who are managing assignments, don’t set out to do a bad job, however the way that recruitment relationships are structured, mean that it is difficult to avoid. I strongly believe that these issues are predominately the result of the contingency recruitment model, where multiple agencies are engaged, but only one can be successful.
This may have been appropriate in 2000, but times have moved on and so my first big tip is to look at how you can move away from this ineffective way of working and importantly to show you the benefits of doing so.