In today’s highly competitive field of recruitment, landing the best available talent requires organisations to rethink their resourcing strategies.
In recent decades recruiting has undergone a paradigm shift. Traditionally, top organisations outsourced their recruitment work to external agencies. Yet as the demand for skilled employees increased and unemployment decreased, organisations began bringing their recruitment processes in-house. Human resource departments were forced to develop a whole new skillset in order to reach passive candidates. They had to pitch their company – often to prospects not looking for new opportunities.
Enterprising organisations quickly recognised the challenges associated with proactive recruiting, and in response they developed internal capabilities in order to ease their recruitment efforts. While HR still oversaw compliance-driven processes, recruiters also began to develop skills in marketing and sales.
Extended Recruitment Process
Today’s recruiting best practice calls for a more engaging and highly personalized process:
- Source high potentials through social channels, current employees, and recruitment marketing practices
- Attract talent with an appealing company culture, promoted in part via employee stories
- Engage prospects through segmented talent networks
- Develop highly collaborative relationships between recruiters and hiring managers so that screening and interviewing practices drive results
- Continuously deliver a great candidate experience from offer to on-boarding.
The process is lengthy and complicated – and without the right tools, recruiters can lose out on high quality individuals before they even apply. To attract top talent, today’s organisations need to differentiate themselves through not only their product but also their work culture. With the right technology, talent acquisition leaders can develop key techniques for engaging passive candidates, such as employer branding, recruiting events, and targeted communications. To help handle the increasing complexity of talent acquisition, organisations now feature more positions than ever before, such as sourcers, researchers, employer brand ambassadors, and recruitment marketers.
As the field of recruitment continues to expand, talent acquisition in many organisations lacks the necessary inter-departmental teamwork required to excel. This is evident in the relationship between two important players in the process: the hiring manager and the recruiter.
Managers often cite issues with compliance and procedures. Recruiters fail to fill out forms, they make things up as they go along, and they don’t provide the information necessary to select a hire. Recruiters, on the other hand, often point out problems that pertain to a lack of mutual respect. Managers don’t respond to emails, their feedback is unactionable, and they tend to reject candidates on the basis of ambiguous reasoning.
Communication, or a lack thereof, is a fundamental issue with a tremendous potential impact on the candidate experience. It is of no small consequence that communication tends to falter when the recruiting process needs it most, often leaving candidates confused and anxious. Before a company can even consider extending an offer, subpar communication results in apprehensive candidates with one foot out the door.
When organisations seek to transform their approach to recruitment, they must adopt and implement a strategy that allows them to properly manage and balance the delicate relationships that exist among recruiters, hiring managers, and candidates.
With the right talent acquisition tools, HR has the potential to realign and optimise its thinking, processes, and technology. By focusing on the candidate experience, and utilising sales and marketing, recruiters can bring the best talent to the team. In 2017, the applicant tracking system can no longer simply be a process of record – it must be a platform for engagement.
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