The crucial part of recruitment is the people to people interaction. It makes the difference between a poor and an outstanding candidate experience. With that in mind, two questions arise and both are linked to scaling recruitment:
How can we help all our recruiters achieve the same level of greatness?
How can we make the existing top performers more productive?
My favoured approach is talent pooling. I can hear some huffing and puffing in the back, so to clarify straight away: I don’t mean dumbing lots of CVs into a database and then blasting them with poorly matching jobs. I am talking about segmenting the target market by critical roles, then understanding the motivations of the people that normally work in these roles. What is he looking for in a job? What does she look for in an employer? What do they look for in their working environment? What are their interests outside and inside a job?
Once I understand this, I can work on positioning the company I work for in an appropriate and attractive manner. It is obviously key to build it on reality and not build castles in the sky. You get found out as soon as the candidates interacts with one of our employees, or even worse after a couple of days in the job. At times it can be tempting to oversell an opportunity but the result is often the candidate being pushed further away. Better understanding their needs and desires for the next opportunity means they can be pooled correctly, engaged with more easily and both placement ratio and service reputation increase.
The last point is communicating and interacting with the candidate, by providing relevant and interesting content via the appropriate channel of communication (based on the research in the first step).
Sharing these insights across a team and using talent pooling software to “hard code” these behaviours (when to communicate, how often, what) driven by the interactions of the candidate, will help make everybody a better recruiter. Key here is to put the candidate in the driver seat, if they step up the frequency, we can step up the intensity. If they lower it, we have to step back. Pretty straight forward.
At the same time, tracking these candidate behaviours and having some triggers that inform what to do next, increases the productivity. It is no different to a sales funnel, only that it is far more automated and driven by data. Now, we know the interest levels and can tailor our approach in accordance, leading to a smoother candidate experience and greater success. A win-win!
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