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The War between Recruiting & Talent


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Recruiting has gained a negative branding over the years stemming from basic aspects relevant to people management, training investment and process improvement. While so basic in nature, the results are often underestimated in the long run, both for candidates as well as recruiters and their associated employers.

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The War between Recruiting & Talent

  1. 1. Talent Acquisition & Candidate Pipeline Retention By Nica Siegert
  2. 2. 1. Candidate Experience: Recruiter-Candidate Dynamic 2. Direct Consequences 3. The Gap between Talent Acquisition & Candidate Pipeline 4. How to bring the two together: The Bridge 5. Why are these things important to the industry? 6. Metrics Example: How do the results calculate for individual recruiters Content
  3. 3. There has been a continued misperception present in the dynamics of recruiting staff and candidate pipelines. Candidate main cause for concern: CANDIDATE PERSPECTIVE Recruiter reaches out only when he ‘needs’ the specific candidate for a submittal Recruiter limits assessing the candidate based on the client’s requirement Recruiter does not follow up appropriately during the necessary process steps, i.e. notifying candidate of feedback once received-positive or negative, forget to circle back with candidate entirely, forget candidate’s name after submittal Recruiter exhibits unprofessionalism, i.e. doesn’t return calls, emails, fails to help candidate feel ‘safe and respected’ during the process Recruiter is unknowledgeable of candidate’s field and profession, unprepared to ask appropriate questions, dismissive, incapable of assessing candidates’ potential and experience >>next “Direct Consequences” Candidate –Recruiter Dynamics
  4. 4. As a result, a negative connotation is attached to recruiters ability and attitude often resulting in: CANDIDATE RESPONSE: Lack of Commitment on part of candidate to the client/agency and position Disinterest and ‘brush off techniques’ to disconnect conversation about highly viable opportunities Work Around via direct application or other ‘trusted’ recruiters for the same position Multiple submittals for the same requirements via multiple vendors ATS driven application spamming for myriad of openings that do not fit candidate’s profile and experience in the hopes to receive ‘a’ response Time delayed responses to emails or calls from recruiters reaching out >>Next “The ‘GAP’” Direct Consequences
  5. 5. As recruiters, our interest is to increase the bottom line and create a bridge between the client and the candidate. What leads to this disconnect- this ‘GAP’? Recruiters start their roles with little or no training and learn as they go Recruiters operate under high sense of urgency, candidates don’t understand importance of ‘their role’ in this process Recruiters operate under pressure of high volume without candidates comprehension of this process Recruiters often run full life cycle desks from sourcing to onboarding Recruiters often work in a highly competitive environment not conducive to team collaboration Recruiters establish principles of personal customer service expectations based on their own organization of tasks & experiences, not based on agency rules and training initiatives Recruiters are measured by their submittal-to-hire ratio and associated metrics, not by their customer service skills Recruiters are well versed in the application, resume building and interviewing process and assume the same from candidates with little prep or knowledge sharing >> Next “The Bridge” The ‘GAP’
  6. 6. How do we build a bridge? Clearly informing the candidate of the ‘way’ recruiting operates, i.e. sense of urgency and why-time investment Communicating to the candidate how to maximize the experience through quick responses, follow ups, opening the door for candidates to reach out without feeling neglected Negotiating the ‘best’ means of communication between recruiter and candidate Keeping in touch with candidates a few seconds a day during the process, and afterward on a regular basis even when no requirements match Building an authentic relationship between recruiter and candidate, one in which candidate feels understood, known, appreciated, and important Creating a ‘win-win’ relationship that benefits both parties, and in the course the client Open and honest communication with candidates, feedback on resumes, interviews, and other feedback helping them improve Creating a personal touch with each relationship and see the value in an ongoing initiative to stay in touch, for both sides (candidate referrals, recruiter as an ally) Evaluation of recruiters by follow up metrics and candidate experience delivery >> Next “The Bright Side” The ‘Bridge’
  7. 7. Value add perspective and positive candidate experience: Candidate will feel more loyalty to specific recruiter/agency based on the value of their relationship and perceived respect Long-term successful relationships forge possibilities of business development with less time investment and foster team collaboration Positive recognition of recruiters and associated agency will increase brand value and brand identity Consistent, effective training implementations will increase initial yield of recruiting metrics, brand value in the market and lead to positive recognition of agency imperatives for their own employee development, potentially reducing turn-over rates Consistent customer centric initiatives will increase referral percentages and candidate retention rates Overall recruiting process becomes more streamlined and improves time management investments and prioritization Recruiters increase their networks quickly leading to large pipelines The Bright Side
  8. 8. Results may vary, but here are one individuals current metrics. Associated network increased by 94.2 % in the course of 18 months Existing network is compiled of: ~34% solid &authentic industry connections (high loyalty and support) in focus areas ~25% acquainted but committed connections (willing to refer or introduce or otherwise engage) in focus area ~18% solicited profile connection for help during job search or business initiative (nationwide) ~9% of connections are nationwide unrelated to focus area, leading to additional referrals of newcomers into location focus area ~4% constitute viable referrals to help other industry specialists outside of focus industry/specialty achieve their goals (results calculated from LinkedIn & other SM connections within 18 month duration in IT recruiting) Example Result