Register now or log in to join your professional community.
1. The first element of any successful recruiting strategy is to determine why you are hiring outside people. First, you must determine your firm's business goals and then what recruiting can do to contribute to each of them. Keep in mind that business goals are not static and evolve. Change in leadership, economic downturn, and technology are common reasons to adjust or even change recruiting strategies based on evolving business goals. There are some common business reasons for hiring, however, that stay fairly consistent. You will always need to hire to replace turnover and hopefully to adjust for business expansion. Sometimes talent becomes available, and sometimes you need to hire just to limit the talent available in the market for competitors. Firms can also hire simply to learn from other firms and increase the capabilities of your firm by adding new skill sets.
Asking yourself which of these focus areas you select is important because each requires that you direct your recruiting efforts in a different way. For example, if you are hiring for geographic expansion, you will need to implement a strategy that allows you to enter new geographic regions -- as opposed to hiring to hurt, where you need to focus on hiring away key talent directly from competitors.
2. No recruiting function has enough resources to fill every position immediately with the top quality hire. As a result, your recruiting strategy needs to include a prioritization element. Priority is adaptable, so you can hire all jobs equally with the same priority, focus on key strategic business units, focus on key jobs, or focus on key or powerful managers. It all depends on what your firm or client decides is most important.
3. Recruiting top performers requires a different strategy and set of tools than recruiting average performers. As a result, you must first determine what level of performance you are primarily targeting before you determine the other elements of your recruiting strategy. Many times this depends on whether or not you need to fill a job faster than normal. Sometimes you just need to hire the cheapest talent with adequate skills in all jobs. Depending on the client or firm, you can also focus on average performers, or even top performers in all or key jobs.
4. Some employment strategies require you to take the long-term approach and develop your own talent, while other approaches target bringing in experienced talent for immediate help or to bring in new skills. It is vital to figure out what your experience target range is. Your firm may hire at the bottom and promote within. This means recruitment may focus on inexperienced talent that can be trained, such as as undergraduate college hires, interns, and on-campus hires.
5. Whether you target active or passive candidates has a tremendous impact on both the quality of hire and the difficulty of getting an acceptance. Active candidates are the easiest to attract. Active candidates are looking for work, but may not necessarily be unemployed. Passive candidates are individuals who are currently employed and not actively seeking employment. They represent over 80% of potential candidates, but they are the hardest to attract. Sometimes a client will want you to focus on diverse candidates defined by using EEOO standards or diverse thinkers using a global standard. Magnet hires (hires who are well-known individuals who, because of their notoriety, by themselves help to attract others) should also be a potential and important part of your recruitment strategy.
6. Most firms begin a search once a requisition has been created. But there are a multitude of approaches available. Figuring out when to begin a search can mean the difference between grabbing a key candidate for a client or not. You can begin recruiting when an opening occurs or have a continuos search strategy because there is a constant need. This is true for evergreen jobs. You can also begin before an opening occurs. Pre-need hiring can be done to build a talent pool or to build a relationship over time in order to increase applications and offer acceptance rates from employed individuals and top performer candidates.
7. There are three sub-categories within the "where to look for candidates" element: internal versus external, inside or outside the industry, geographic focus.
8. Who does the recruiting? Typically, recruiting will be conducted by either internal or external recruiters. Internal recruiters can be generalists, recruiters working in HR, line managers, corporate or contract recruiters, or even employee referrals. External recruiting agencies are largely used for the very top or bottom jobs and hard-to-fill or key jobs. Some firms outsource the entire recruiting function, which can make a lot of sense of firms who don't have the man power or resources to sift through hundred of qualified applicants.
9. Identifying candidates and convincing them to apply is essential to great recruiting. Primary sourcing tools evolve and social media has become central to recruiting. Figuring out what type or mix of sourcing tools you will use for your firm or a particular job is the key to successfully finding the right candidates. Some of the possible sourcing focus areas include: Traditional media (newspapers, walk-ins), sourcing using events (job fairs and industry events), traditional Internet sourcing (large and niche job boards), nontraditional Internet sourcing (Google-type name search for passives; chat rooms), employment branding (a long-term sourcing strategy to build a steady long-term supply of candidates), acquiring intact teams and a large amount of talent through mergers and acquisitions (buy firms for talent). One of the most important (and growing) sourcing tools for effective recruiting today is social media.
10. When selecting the most appropriate candidates from the candidate pool organizations can use a variety of approaches to target skills or competencies could include: firms can hire brains or intelligence, select candidates based primarily on personality, technical skills, or pre-identified and company-wide competency needs. Firms can also hire based on experience or even their contacts and networks. Cultural fit should also be an important element of a recruiting strategy, since you want hires to like their jobs and stick around.
11. An essential part of any recruiting strategy is articulating the process you will utilize to assess the candidates. Common choices include: interviews, personality tests, skills tests, references, academic performance, drug screening, and job simulations. Firms can also simply hire more than they need and wash out the non-performers.
12. Ultimately, if you can't sell the candidate, then all your work may have been for nothing, so figuring out how to get the best candidate hired should also be a central part of any recruitment strategy. Candidates can be "sold" on a job and company thorough compensation, opportunities for promotion, benefits, a great team or manager, the culture and values of a firm, stock options and bonuses, the firm's brand, and growth or learning opportunities a job offers.
1. What are your primary goals? (Why hire?) The first element of recruiting strategy is to determine “why” you are hiring outside people. First, you must determine your firm’s business goals and then what recruiting can do to contribute to each of them. Some of the more common business reasons for hiring include:
Which of these focus areas you select is important because each requires that you direct your recruiting efforts in a different way. For example, if you are hiring for geographic expansion, you will need to implement a strategy that allows you to enter new geographic regions — as opposed to hiring to hurt, where you need to focus on hiring away key talent directly from competitors. 2. Prioritization of jobs No recruiting function has enough resources to fill every position immediately with the top quality hire. As a result, your recruiting strategy needs to include a prioritization element. Priority can be assigned in the following ways:
3. Performance level to target Recruiting top performers requires a different strategy and set of tools than recruiting average performers. As a result, you must first determine what level of performance you are primarily targeting before you determine the other elements of your recruiting strategy. Performance targets include:
4. Experience level to target Some employment strategies require you to take the long-term approach and develop your own talent, while other approaches target bringing in experienced talent for immediate help or to bring in new skills. Experience target ranges include:
5. Category of candidate to target Whether you target active or passive candidates has a tremendous impact on both the quality of hire and the difficulty of getting an acceptance. Active candidates (the easiest candidates to attract):
Passive candidates (These are individuals who are currently employed and not actively seeking employment. They represent over 80% of potential candidates, but they are the hardest to attract.):
Diverse candidates:
Magnet hires (Target magnet hires who are well-known individuals who, because of their notoriety, by themselves help to attract others.):
6. When to begin searching for candidates Most firms begin a search once a requisition has been created. But there are a multitude of approaches available:
7. Where to look for candidates There are three sub-categories within the “where” element. They include: Internal versus external:
Inside or outside the industry:
Geographic focus:
8. Who does the recruiting? There are two sub-categories under this element. They include: Internally, who is responsible for recruiting?
Utilizing external recruiters:
9. Primary sourcing tools Identifying candidates and convincing them to apply is essential to great recruiting. Some of the possible sourcing focus areas include:
10. What skills should you prioritize when selecting candidates? When selecting the most appropriate candidates from the candidate pool organizations can use a variety of approaches. Those target skills or competencies could include:
11. How to assess candidates An essential part of any recruiting strategy is the process you will utilize to assess the candidates. Common choices include:
12. Primary sales approach Candidates can be “sold” on a job and company based on a variety of strategies. They often include:
Next week in Part 3, I’ll review the steps you can take to develop an effective recruiting strategy.
1. good appreciation of the needs of the institution of the workforce. 2. Identify the best candidates on the part of professional experience and capabilities. 3. attract more distinctive elements and encourage them to become members and to prepare them for work and urged them and makes them willing to work and continue with it. 4. The ability to sort and recruitment of candidates who are able to complete the work assigned to him a well-deserved and adapt to changes, and employment is a combination between the candidate and prepare them for the work of the properties and get them and makes them willing to work and continue with it. 5. Access to the degree of saturation optimized for the needs of individuals. 6. confirm and ensure opportunities for the development of capabilities and skills of workers. 7. Encourage the principle of involvement of workers in the decision-making process. 8. link the goals of the institution personal objectives for workers and encourage them to achieve them.
Preparing for the recruitment process
A vacancy emerges when someone leaves or the requirements of your team change. When a team member resigns or moves to a different department you may be under pressure to fill the post quickly.
Using an old job description or an out-of-date person specification will not save time; rushing into things will only lead to poor decisions. Taking the time at the beginning of the process to plan properly will save you a lot more time later on.
Developing an accurate description of the role and type of person needed to do it (usually coupled in one document referred to as the job description) will help you determine how the responsibilities of the role will fit with your existing team as well as what skills, experience and competencies to focus on during the selection process.
Sourcing candidates effectively
The aim of recruitment sourcing is to attract a pool of suitable candidates for your vacancy. You might use any, or a combination of the following:
· Direct sourcing
· An online advert on specialist sites
· Social media
· Word of mouth or employee referrals
· Conferences or networking events
· Print media
· A recruitment agency or head-hunting service
Ensuring a positive candidate experience
Recruitment is a two-way process, in that candidates will be assessing both you and your organisation, as much as you are assessing them. Individuals can choose to remove themselves from the process at any time. You have an important role to play in giving them a realistic overview of the job, the working environment in your team and your organisation’s culture to try and attract them to you. This is even more important if you are recruiting in a highly competitive candidate-driven market such as digital and tech.
You can help to create a positive candidate experience by:
· Providing information about the job, team and the organisation
· Responding to candidate enquiries and applications quickly and courteously
· Ensuring that candidates don’t spend a disproportionate amount of time and effort applying for the role e.g. Try not to use an overly complex application form or a excessive selection procedures
· Familiarising yourself with each application and asking specific, relevant questions
· Providing accurate, timely feedback after the selection process is completed
Using a variety of selection methods
The aim of the selection process is to determine the most suitable candidate(s) for your vacancy. There are a range of methods available to help you do this, including:
· An initial screening of cvs and applications (these could include portfolios, demos or answers to pre-set application questions)
· Skills and/or competency based interviews
· Specialist tasks or work sampling (e.g. Coding tasks or preparing presentations)
· Psychometric, aptitude or group assessments
· Assessment centres where a combination of the above selection techniques can be used
Interviews are a very popular method of selection. However, it is important to be aware that poorly planned interviews and a lack of interviewing skills can reduce their overall effectiveness.
You can improve your interviewing abilities by:
· Meeting with the panel members beforehand to prepare and plan
· Explaining the format of the interview to the candidate up front
· Asking a combination of relevant skill and competency based questions and probing questions to gather information
· Using reflective and closed questions to confirm facts and clarify understanding of key points
· Giving the candidate an opportunity to ask questions about the role, your team and the wider organisation
· Explaining the next steps in the selection process, and when the candidate can expect to hear your decision.
THANKS FOR INVITATION ..........AGREE WITH ALL ANSWERS
7 elements:
1. Establishing a competitive advantage and drive actions that gain your firm a sustainable competitive advantage in your industry. Being strategic as a recruiter demands an ongoing competitive analysis of major "talent competitors" and evolving your strategy to keep competitors from mirroring or one-upping your successful recruiting efforts.
2. Demonstrating economic impact. Strategic impact is measured in profit, stock value, return on investment (ROI), increased revenue, higher market share and increased margins. This type of impact has a company-wide effect. Strategic recruiters have a measurable, company-wide influence well outside their function.
3. Big picture approach. Strategic recruiting means taking a big picture approach. It's global and it looks beyond the current boundaries of business practice. It does not deal with day-to-day operations.
4. Future focused. Strategic recruiting functions are future focused. They anticipate and prepare for a range of possible occurrences. They rely on extensive information gathering and forecasting of the business environment.
5. Continually evolving. Being strategic as a recruiter means continually evolving and reacting to any change in the environment. It requires you be proactive and aggressive. If requires that you seek out problems and opportunities.
6. Data driven. Strategic functions for effective recruiting rely heavily on the analysis of data and the measurement of outcomes.
7. A way of thinking. Being strategic when it comes to recruiting is as much a way of thinking as it is a way of managing.
Thank You for the invitation ... I would agree with given answers that really covered your question ... Variety of correct info and opinions ... Nothing to add !
follow seven recruiting strategies for hiring success.
