The document outlines a recruiting strategy and action plan to recruit 200 sales employees in one month. It discusses defining recruitment and understanding the current market status. The recruiting strategy includes developing a workforce plan, identifying critical roles, and creating job descriptions. It also outlines internal and external action plans for sourcing candidates. The strategy covers expectations, delivery, change management, measurements, and concludes that continuous improvement is needed.

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A Recruiting Strategy And Action
Plans to Recruit 200 Sales Employees
for the Month

2. Chapter
 Definition and Understanding about
recruitment.
 Current recruitment status in the
market.
 Recruiting strategy.
 Action Plan
 Expectations
 Delivery.
 Change Management.
 Why is this being done.
 Measurement.
 Conclusion.
 Any Queries.
 Thank You.

3. Definition and Understanding about recruitment
 Recruitment consultants are responsible for attracting candidates and matching them
to temporary or permanent positions with client companies. They work with client
companies, building relationships in order to gain a better understanding of their
recruitment needs and requirements.
 A successful recruiter will collaborate with department managers on a regular basis
and proactively identify future hiring needs. Also be able to attract candidates using
various sources, like social media networks and employee referrals. Our ideal
recruiter holds an academic HR background combined with work experience in
screening, interviewing and assessing candidates.
 Ultimately, the responsibilities of the Recruiter are to ensure our company attracts
hires and retains the best employees, while growing a strong talent pipeline.

4. Current recruitment status in the market
 We have been hearing about how the shortage of talent in the market has been
impacting business and its growth for a quite a few years. Given the current economic
climate, it now seems that the opposite is actually true, where a lot of qualified
candidates are available in the marketplace and the companies are finding it difficult
to source and recruit the right ones.

5. Recruiting Strategy
 The key is to come up with a water-tight recruiting strategy and measure its success using the
right metrics. This outline will help companies do just that.
 This is not a one-size-fits-all solution, so companies must ensure that they tailor this model to
meet their needs.
 Long range and annual operating plans for the business
 Workforce plan: 1) Hiring volume for a period of 1 month; 2) Business scenarios that could
spike the volume
 Critical roles
 Compliant and attractive job descriptions
 Key success factors and key performance indicators for the role from hiring managers
 Talent availability: external — market analysis, internal — talent review process, performance
and succession plans
 Employer branding and value proposition: 1) Why work for this company?; 2)What do the
current employees say about this company?; 3) What is the current turnover rate?

6. Action Plans
INTERNAL
 Employee Referral
 Promotions
 Transfer
 Job Rotation
 Boomerang, Rehire, Reemployment
of ex-employees.
 Internal Job Postings.
EXTERNAL
 Consultancy
 Job Portal
 Job Sites.
 Walk-in
 Campus Drive, Educational Institutions,.
 Employment Agencies.
 Recommendations.
 Labor Contracts.
 Advertisement
 Employment Exchange
 Referral
 Job fare

7.  Create sourcing calendar:
1) Content 2) Target dates
 Go-to-market strategy:
Posting & sourcing strategy — identify sources to target
 Build talent community:
1) Set up pipeline positions in ATS; 2) Attract talent;
3) Nurture the community

8. Recent Trends
 Employee Poaching.
 Mobile Hiring
 Recruitment Process Out Sourcing.
 Social Networking.
 Head hunting and cold calling.
 Body shaping.
 Deployment

9. Expectations
 The third step in the process is to make sure that companies have what is required
to execute on the plan.
 Budget:
1) To staff the recruiting team appropriately
2) To execute programs as may be required
 Right people on the bus to deliver on the sourcing strategy: Acquire talent/upgrade
talent /training
 Recruitment model aligned with HR operating model and business model
 Hiring managers available for strategy sessions and interviews

10. Delivery
 The fourth step in the process is to deliver on the model that has been put in place.
 Understand the long range and annual operating plans
 Understand the current workforce landscape:
1) Attrition risk; 2) Retiree risk;
3) Talent review process; 4) Succession Plan
 Come up with a staffing plan based on short-term and long-range plans for the business
 Identify gaps
 Come up with strategy for filling the gaps — acquisition of top talent (game changers)
 Build staffing team required to deliver on these requirements:
1) Resource allocation model driven by time factor for each task in the recruitment process;
2) Scalable model
 Build and execute the sourcing strategy
 Refine plan every quarter to adjust to business changes

11. Change Management
 The fifth step in the process is to have a robust change
management plan in place to drive this change through the
organization.

12. Why is this being done
 Importance of the initiative to the organization and its bottom line
 Your role in impacting the company positively
 WIIFM factor
 Identify stakeholders, influencers, and naysayers: Objection handling
 Build a coalition
 Communication

13. Measurement
 What cannot be measured cannot be improved so it is imperative to come up with Key
Performance Indicators and measure performance and delivery against those.
 Determine what KPIs are important for the function and business: Establish KPIs
 Include KPIs in individual performance plans
 Introduce an incentive plan that ties reward to performance if possible
 Set up process and system to measure against these KPIs
 Analyze these numbers
 Measure and re-calibrate periodically
 Measures:
1) Time to fill;
2) Quality of Hire — hiring manager surveys, time to productivity, retention;
3) Recruiter productivity: Break the recruitment process into several steps;
Measure time taken to ful fill each step of the process
 Recruitment Cost Ratio (Total Recruitment Spend/Total Compensation Recruited)
 Opportunity Cost of Vacancies: Total Comp. Recruited * Time to fill (+14)/365

14. Conclusion
 Finally, note that this is a continuous improvement initiative and must be constantly
refined based on changes in the economic climate, business requirements, and
feedback received from the stakeholders. To ensure success companies must make sure
that their recruiting model is aligned to the business model to help deliver on business
results.

15. Any Queries