If your business meets the following criteria, then this article is meant for you;
- Your organisation has over 150 people
- You hire more than 10-15 times a year
- You often recruit the same type of role
If you meet or exceed the above profile, then you’re in luck. There are 4 simple, and not necessarily costly methods to make your business independently sustainable from a recruitment perspective.
1st recommendation – Advertise more broadly
Firstly, people need to know about your business to even consider working for you. They need to know what you do, and most importantly (for them at least), what’s in it for them as an employee. What benefits do you offer? Do you offer flexible working arrangements, compressed 4 day weeks, will you invest in their development, or are you simply close to home? This information should be clearly presented in a careers section on your website.
Use a broad spectrum of social media channels to advertise your roles, your benefits and even test the water to see if what you are offer is in demand. Ask your audiences what they think about your benefits…they’ll tell you what they want and how you compare to similar organisations. It all helps to target your benefit offering and raise awareness of your brand.
The following media channels are cost effective and now considered the benchmark for contemporary recruitment advertising;
- Seek, Jora, Linkedin and Facebook of course
- Glass Door
- Job Advisor
- Industry specific job boards
- University and TAFE job boards
- Careers fairs and industry forums
Very few organisations do this effectively, but be proactive. Start talking about your brand, future roles and your intention to hire, long before you need the candidate. If you’re a health or retail organisation for instance, you know which common roles you’re going to need in future (nurse, or retail assistant). Advertise 3-4 months before you post your job advertisement.
2nd recommendation – Talent pooling
Use your IT recruitment platform to manage your applications. Not just the applicants you are screening now, that’s a given. No, you need to identify which applicants have which skills, where they wish to work and how much experience they have. The applicant from last year, could be the ideal candidate for your next role.
Imagine applying to a company. Unknown to you, the company received an excellent shortlist, seeing them place another applicant quickly. So you didn’t get the job. Then…the same company advertises 6 months later…for the same role. Well, I was rejected last time, so why would I apply again? I’m still feeling a little put out from the last process. Besides if I wasn’t right for the organisation then, I probably won’t get the job now either.
Applicant attrition. Manage your talent pool carefully. You may only have one opportunity to connect with that applicant. Who knows, they may not suit the role you’re recruiting now, but they may be appropriate for other roles you are sourcing. One of the country’s largest retailers calculated that they hired approximately 50% of their new recruits from their existing talent pool. It’s also worth taking in to account the savings you’ll yield by using fewer Seek advertisements, and the reduced labour posting, managing and responding to applicants.
3rd recommendation – Recruitment administration
Why do we ask our Hiring Managers to post job advertisements, manage the applicant tracking and coordinate diaries? Truth be told, it really isn’t the best use of their time. The infrequent nature of using recruitment systems, time consuming administration, offset by the more immediate demands of their role, makes for a poor coupling of tasks.
Hire a recruitment administrator to focus on the unskilled aspects of your recruitment. This will result in a far quicker, efficient and accurate way of supporting the recruitment process. Hiring managers should focus on using their role knowledge to shortlist, interview and select the right candidate. Additionally, by reducing their time input (which is far more-costly than the expense of a recruitment administrator), your hiring managers will be able to spend more time performing their day job, lifting business productivity. They will also thank you for removing the burden of recruitment administration.
At the very least this is a cost neutral exercise, as the Hiring Manager time saved, and number of roles hired internally, offsets the cost of a recruitment administrator.
4th recommendation – Are your Hiring Managers capable of recruiting?
It’s not their core purpose and often hiring managers haven’t received formal training to shortlist, screen and interview (particularly the latter). Even if we just take the risk perspective, hiring managers should at the very least be trained to avoid liable comments relating to race, religion and equality. At the other end of the scale, effective interviewing and in some cases just being aware of the interview questions and other materials provided by HR could be a quick way to achieve better recruitment outcomes for your business.
So, where to from here?
Consider your external recruitment agency expenditure. If it exceeds the cost of an experienced internal recruiter and their various on-costs, then bringing this function in-house is probably the way to go. If your business requires a variety of highly skilled, hard to find roles limiting your ability to gain efficiency of process, then relying on external service providers is likely to be your best bet.
Certainly, if you haven’t done so recently, review your business and the recommendations provided in this article. They are by no means comprehensive, as there is a near endless list of improvements that can be introduced. However, the 4 key areas outlined in this article have been identified as common issues which have significant impact on your organisations. Get these right and you’ll be on your way to significantly more effective recruitment practices.
The industry benchmark keeps creeping forward, seeing competing firms become a little quicker, more effective and more attractive as employers. The last 2 years has seen a huge increase in the sophistication and focus of talent attraction, putting the onus on your organisations to keep pace with the markets leading talent practices.