RTT- Increasing Direct Hiring in an Agency Reliant Business

Managed-solutions-icon-1These are the thoughts and takeaways from the latest Resourcing Think Tank held on Thursday the 29th September and hosted by Wates’ Laura Underwood. This Think Tank sought to discuss approaches to “Increasing Direct Hiring in an Agency Reliant Business”.

The following summary has been prepared to reflect a segment of the discussion held amongst senior Resourcing professionals from leading national and international businesses. Specific company details, experiences and examples have been omitted from this summary as all discussions are held under ‘Chatham House Rules’.

With the cost of hiring the best talent rising, finding top talent has never been so critical. At this Think Tank @Wates we look at making the most of your already stretched resources and what the best practices are.

Engagement, how? – It is critical that top talent are continually engaged with through building communities. A talent community that is rich with content allows passive candidates to learn about your company while creating that peer to peer interaction. You need to make sure you are sharing great content with all the people in your community as talent are more likely to stick around if they think you are useful!

Does resourcing get that buy in? The HR function is a true business partner and companies need to get the resourcing capability right! There are many deciding factors to a recruitment budget; fees across the business, bringing recruitment internal and the reliability of all these factors. Common challenges faced include but are not limited to, having enough resources and the risk of working with the business rather than working with the departments. In order to show others the importance of resourcing, we need to change people’s mindset; first port of call, targeting the line managers. This is achievable by understanding their needs, providing good cvs and just being present in their environment.

Recruitment and marketing must align! – Linking recruitment to marketing is the new wave of the future. At present, internal teams are getting bad feedback and unsure of what “good” actually looks like. Thinking outside of the box and engaging with agencies to get a feel of what jobs are out there is a first step. The line manager’s journey begins with building that direct resourcing function. You need to be an expert in the recruitment process if you want people to see you as a field expert! It’s the common belief that HR are seen as policing rather than doing and this misconception needs to be rectified.

Changing the mindset of managers can only help the resourcing function of a business, when we know what needs to be improved and how to do it. Hiring people that you can work with best, creating a culture which aligns with the business values. Step up and be a part of the decision making process; show you are the expert and know what “good” looks like.

Measure that success! – Measuring success seems like a difficult feat; how do you have a conversation with the business about the measurement of success? Look at the RPO model in place, hire managers with experience when it’s that time to hire and decide who should be delivering this success.

There is value in an organisation when top talent is continually engaged, if you keep them interested, they will invest their time in the business. Realising the importance to the HR function is key to finding this talent; leading to the success of the business, resourcing good people should not be rushed. Taking the time to understand what line managers need will help paint the picture of what “good” looks like. Don’t be afraid to challenge line managers thought processes, providing your resourcing expertise can only add value to the business. Hire talent who truly believe in the values of the business because they are who you will work best with and get the most out of.

Corinna Osullivan

Written by , Researcher

Corinna studied Political Science at the National University of Ireland, Cork. Corinna joined Oasis HR in 2015 as a researcher; she is currently aligned to executive HR searches across all sectors . Prior to this, she was part of the CFO practice at Norman Broadbent plc where she was responsible for research at the very senior end of leadership.

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