July 29, 2013 at 18:29Recruiting for the benefit of business, triptych
Today, it is often heard from various sources about the low professional level of recruiters. On the one hand, candidates who do not trust the fairness of the complaint complain. On the other hand, employers who do not receive the right specialists on time, who receive low-skilled specialists, who cannot start the project / win the tender due to the complete lack of the right specialists, complain. In many respects, low indicators in the selection are associated with a short-sighted approach to organizing the recruiting process. If you look at this problem from the side of business, you see 3 main areas in which recruiting should work in order to meet the needs of the company.
1. Strategic recruiting at the presale stage.
In my work, I only observed situations when a recruiter was given an application to work with an estimate of the deadline “yesterday”. Sometimes it happened like this: “Before 6:00 p.m. an answer is needed, are there such specialists in the market and how many. Yes, the recruiter now has the tools and means to make rough estimates. In large companies, there is a database of candidates, which can also give plausible results with a small statistical error, but still. If recruiters had information about planned projects in the company, about immediate plans for the development of the company, about strategies in technological areas, as well as in business areas, this would allow to allocate the corresponding part of the working time of each recruiter to search and establish contact with specialists who may be interesting company in the future. In addition, recognition of the fact,
If we talk about the appropriateness of such a “presale recruiting”, then many may doubt it, because in this case we do not offer a job right now, and even sometimes we can’t agree on any dates in advance, will such communication be interesting for candidates? I am sure that if you correctly describe the situation to them, then such a strategy will win not only trust, but also respect for the target audience.
The benefits, I think, are quite obvious. If you have enough time to search for specialists for upcoming projects, you can make it more targeted and thorough. Especially if before the company did not hire specialists of a certain profile, or the alleged project uses technologies new to the market where staffing is supposed. With this approach, you can get contacts and consent from potential candidates in advance, or find out that there are no such candidates on the market, and take alternative steps to start the project.
2. Market analysis.
Each recruiter, to one degree or another, has information about the labor market in which he works. We know about him from candidates when we ask them about current projects, the employer, and previous places of work. However, such information cannot be called market analysis, since our information is fragmentary, unproven, sometimes even just rumors, and the conclusions we draw can be hasty and unfounded.
Analysis can also be called the use of information received from several independent sources, structured according to certain parameters, as well as constantly updated.
Not a single company I know can boast of. Now the whole IT world is talking about big data and data analysis. At the same time, none of the IT companies in the Belarusian market has so far taken care of storing valuable information in the right form, as well as using the statistics made on their basis in their work, while many pay a lot of money to get such statistics from HR and consulting agencies.
To collect such information, agencies have special programs using anonymous surveys and mass mailings, which is worth serious financial investments. Each recruiter receives such information every day in the workflow for free. The question of analysis here is only to unify the data and store it in an ordered form, providing access to it and the creation of statistical reports according to predefined criteria.
3. "Hot recruiting."
I think that I need to talk the least about this process. Of course, recruiting in the areas that are currently relevant for the company should take most of the working time from the selection specialist. However, this process can be simplified and much more effective if it already contains elements of a strategy: preliminary agreements with potential candidates, long-term relationships with applicants, information about donor and competing companies, general awareness of the market situation.
Such a strategic approach can not only reduce the time for hiring staff, but also make recruiting processes more predictable, and therefore manageable. In addition, it allows you to integrate recruiting into the internal processes of the company, which significantly improves work efficiency, including in production, and also simplifies the implementation of changes.
As for the benefits for the HR department itself, working according to the described scenario gives recruiters the opportunity for professional growth and development through a deeper understanding of the business and market in which they operate. A correct understanding of business goals, in turn, ensures their correct translation, as well as the most accurate assessment of applicants, which means the selection of suitable specialists in the company.
1. Strategic recruiting at the presale stage.
In my work, I only observed situations when a recruiter was given an application to work with an estimate of the deadline “yesterday”. Sometimes it happened like this: “Before 6:00 p.m. an answer is needed, are there such specialists in the market and how many. Yes, the recruiter now has the tools and means to make rough estimates. In large companies, there is a database of candidates, which can also give plausible results with a small statistical error, but still. If recruiters had information about planned projects in the company, about immediate plans for the development of the company, about strategies in technological areas, as well as in business areas, this would allow to allocate the corresponding part of the working time of each recruiter to search and establish contact with specialists who may be interesting company in the future. In addition, recognition of the fact,
If we talk about the appropriateness of such a “presale recruiting”, then many may doubt it, because in this case we do not offer a job right now, and even sometimes we can’t agree on any dates in advance, will such communication be interesting for candidates? I am sure that if you correctly describe the situation to them, then such a strategy will win not only trust, but also respect for the target audience.
The benefits, I think, are quite obvious. If you have enough time to search for specialists for upcoming projects, you can make it more targeted and thorough. Especially if before the company did not hire specialists of a certain profile, or the alleged project uses technologies new to the market where staffing is supposed. With this approach, you can get contacts and consent from potential candidates in advance, or find out that there are no such candidates on the market, and take alternative steps to start the project.
2. Market analysis.
Each recruiter, to one degree or another, has information about the labor market in which he works. We know about him from candidates when we ask them about current projects, the employer, and previous places of work. However, such information cannot be called market analysis, since our information is fragmentary, unproven, sometimes even just rumors, and the conclusions we draw can be hasty and unfounded.
Analysis can also be called the use of information received from several independent sources, structured according to certain parameters, as well as constantly updated.
Not a single company I know can boast of. Now the whole IT world is talking about big data and data analysis. At the same time, none of the IT companies in the Belarusian market has so far taken care of storing valuable information in the right form, as well as using the statistics made on their basis in their work, while many pay a lot of money to get such statistics from HR and consulting agencies.
To collect such information, agencies have special programs using anonymous surveys and mass mailings, which is worth serious financial investments. Each recruiter receives such information every day in the workflow for free. The question of analysis here is only to unify the data and store it in an ordered form, providing access to it and the creation of statistical reports according to predefined criteria.
3. "Hot recruiting."
I think that I need to talk the least about this process. Of course, recruiting in the areas that are currently relevant for the company should take most of the working time from the selection specialist. However, this process can be simplified and much more effective if it already contains elements of a strategy: preliminary agreements with potential candidates, long-term relationships with applicants, information about donor and competing companies, general awareness of the market situation.
Such a strategic approach can not only reduce the time for hiring staff, but also make recruiting processes more predictable, and therefore manageable. In addition, it allows you to integrate recruiting into the internal processes of the company, which significantly improves work efficiency, including in production, and also simplifies the implementation of changes.
As for the benefits for the HR department itself, working according to the described scenario gives recruiters the opportunity for professional growth and development through a deeper understanding of the business and market in which they operate. A correct understanding of business goals, in turn, ensures their correct translation, as well as the most accurate assessment of applicants, which means the selection of suitable specialists in the company.