RTT – Resourcing Innovation vs. Functional Stagnation

These are the thoughts and takeaways from a Think Tank on future innovation in resourcing. For further information please contact its co-founder Jeremy at Oasis HR– 0207 11 88 444 | jeremy.thornton@oasishr.com

From start to finish, the recruitment process is a complex one. And, one that needs to be enjoyable for the candidate from the offing; it could be the difference between the acceptance of a counter offer and an individual committing to their start date. However, in a world plagued with endless new technology and ‘band-wagon fads’, where do you draw the line between giving into resourcing innovation or facing functional stagnation?

If it ain’t broke don’t fix it…

A resourcer’s time is precious, so identifying process improvements and embracing innovation is a decision that can’t be taken lightly. Often it seems that companies just jump on new business trends without assessing the real added value brought about by the change. It’s important to weigh up the total cost of implementing a new system with the projected outcome.

More often than not, we’re hearing that the historical methods of resourcing are prevailing. Why make the traditional methods of posting job adverts redundant following the introduction of Twitter and LinkedIn job directories? It’s about embracing the new avenues with the old – whilst they still have shelf life. In addition, it seems hugely important to insure that the personal element of recruitment is not lost in amongst mass emails and LinkedIn messages. Whilst picking up the phone or meeting in person takes time, these small touches help enrich the recruitment process and are the experiences that remain on the surface of your candidate’s mind.

Our experts view:
a) Make sure the recruitment process reflects the branding of the company – you have to package the role and business as an attractive place to work
b) Specialised talent pipelining consultancies can help with filling senior positions – they can be effective but are largely expensive. Often it’s more efficient to employ an Executive Search Agency to source that unique candidate.

One size doesn’t fit all…

In recruitment terms, it’s apparent that not all elements of the resourcing process can be readily transferred to different roles and companies. It’s vital that the process appropriately reflects the level, job nature and the company itself by segmenting the procedure and adjusting the necessary components, an effective process can be developed.

Our experts view:
a) Why not assign a champion to each stage of the recruitment process to avoid over stretching members of staff
b) Think outside the box and engage through unlikely mediums. Make use of the wide array of communication channels available to you as resourcers – you might be surprised at the amount of CEOs actively tweeting…

Linking-In or Linking-Out?

For just under a decade, LinkedIn has played a vital part in the resourcing process. But have the LinkedIn ‘suits’ attached too great a fee to the networking site? From confused pricing plans to restricted data access, it seems that many of the reasons why the tool was so popular are increasingly becoming less so. Yes, the website provides a fantastic candidate insight; but how long will it be before the next trend comes along?

The general consensus suggests that LinkedIn works brilliantly for sourcing senior roles, as the medium requires heavy resourcing and the frequency / volume of said applicants is commonly lower. However, often resourcers forget that even looking at an individual’s profile is instigating a form of communication, so being sure to handle that new relationship in an appropriate manor is crucial for its continued development.

LinkedIn are now also selling corporate style packages to agencies, giving them full data base access removing the differentiator internal functions once enjoyed.

Our experts view:
a) Individuals are becoming less responsive to LinkedIn messages – when possible, arrange to speak directly with candidates to help portray a positive brand image and put you ahead of competitors.

Where’s your ‘social’ hangout?

Firstly, let’s take a step back from the term ‘social media’ and replace ‘media’ with ‘interaction’. That’s important thing to bear in mind when identifying why you are engaging with candidates in an online space. Research where these individuals hangout, what they’re saying, and what they want to know and then begin to develop a relationship accordingly.

Our experts view:
a) Attempting to infiltrate a candidate’s online world with conversation irrelevant to their current discussion is not an appropriate way to begin engaging with them – take the time to learn their areas of interest before making a connection.

Assessing your assessment

Often in the recruitment process assessments are used to evaluate a candidate’s ‘team fit’, job capabilities, personality and intelligence. However, failing to get the assessment right for a specific type of candidate, can result in individuals being ‘lost’ through a processes that’s trying to be too experimental.

Our experts view:
a) Consider your audience – the older generation or more senior candidates might not embrace ‘innovative situation gaming’ assessments like your graduate intake (however, you might be proved wrong!)

A friend of a friend…

People are often nervous about referring people for roles, due to a fear of potential repercussions down the line. However, what’s blindingly obvious was this resourcing technique’s success! Through utilising a piece of online software to manage this process, the reported benefits seem astronomical – a demonstrated candidate acceptance rate of 98%! This invitation only tool is said to have paid for itself within two weeks of implementation and allows individuals to take control of the referral process.

Back to Basics

The general consensus around the room was that no one was really seeing anything truly innovative within the recruitment market.  Social media has created an influx of new tools and concepts, yet within the reality of the financial constraints everyone finds themself operating in, the output from this Think Tank is that your best bet is to go back to basics.  Pick up the phone and speak to candidates, refocus on the active population and stop chasing shadows in the passive market (there are lots of great active candidates out there). Use traditional job boards and actually make direct contact with potential candidates….  One member who has stripped out all of the fancy solutions reduced their costs by 70% and saw an increase in productivity.

Key takeaways…

  • Innovation doesn’t just concern technology
  • It’s essential to view social media platforms as interaction tools
  • Keep resourcing simple – sometimes revisiting more historical methods can be just as effective (if not more) than using over engineered processes
  • It’s crucial to tailor the recruitment process to the market you’re targeting; knowing that the same message won’t always ring true with the same audience
  • People like people! Build relationships with them
  • Investing in dedicated referrals software has been shown to improve the chances of successfully fulfilling roles
  • Technology can help improve aspects of the recruitment process but won’t offer a silver bullet solution – don’t simply jump on the band wagon because everyone else is, as using innovative technologies ineffectively and without proper resource dedication can be highly damaging to a brand.
Oasis HR

Written by , Network Driven HR Recruitment

Oasis HR is a multi-award winning HR Recruitment Agency based in London that delivers Contingency and Search services within the Human Resource and Business Change Markets. Our client base encompasses all industry sectors and we have a proven track record of delivering permanent, interim and temporary professionals at all levels across all HR disciplines. From a £20k HR Administrator to a £200k HR Director, Oasis HR is well placed to identify, approach and secure the best available talent in the market

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