OK, so I might have borrowed from Verizon on that headline, but it’s not only funny to say, I think it rings true. (BTW: This campaign is second only to Kmart’s “Shipped my pants” campaign. But that really didn’t lend itself to my headline).
All kidding aside, companies who haven’t assessed their recruiting strategies at least within the past quarter, may find themselves accused of doing a half-fast job of it. And, I bet there are more than a few hiring managers out there who would agree with me on this.
Why? Because recruiting is one of those things that many companies have mixed feelings about. On the one hand, most companies would say, “we want to hire the best and the brightest.” While on the other hand, recruiting lands within human resources, often to generalists and more often without serious investment (and it should be looked at as an investment). A great example of the trials and tribulations of building the case for that investment is in this article from ERE, the online gathering place for recruiters.
Over the years, I have seen companies try to figure out recruiting based on the economy, technology, their industry or their business conditions. And it’s no easy task. Nowadays when things change, they tend to change quickly and in unpredictable ways. Just like it was unpredictable, even for me, that I would use the term “nowadays” just now.
Well, as we all know, the economy did hit some bumps a few years ago and recruiting technology does change rapidly, which has added to the headaches of trying to figure out what internal recruiting should look like.
Two major issues with corporate recruiting strategies:
- Scalability – What the hell are you supposed to do when they tell you to hire 20 people, no, scale that back to 10, only hire five, and then, oh yeah, we will need those other 10 people after all? Or, when you have budget to hire (along with everyone else) and you can’t find enough people? Or when there’s a complete hiring freeze, but it could get lifted at any time.
- Workforce Planning – What’s that? We did a workforce planning survey and guess what? Most companies don’t really do a good job of planning. Shocking, I know. If you are in recruiting, this is no surprise. If there’s no planning and no investment, there’s no return. So recruiting is all reactive. I also did an eBook on the talent deficit at most companies that I still think holds true today.
So where does that leave us? Well, like many things, the first step is admitting you have a problem. And once you do, here is a quick list of things to consider if you do want to get serious about recruiting:
- Expertise – Do you have the internal expertise to recruit for the critical jobs you need? I’m specifically thinking of technology, but really any areas where recruiting can be difficult.
- Resources – Do you have enough resources to fill the number of jobs you have? It takes time and people. Do you have enough of either? Did I mention my talent deficit eBook?
- Technology – Are you properly leveraging technology? Everyone has access to job boards. Most have some sort of Applicant Tracking System (ATS). But are you really using them to their fullest or to your advantage? It’s more than one person in HR can handle, if that helps you evaluate it.
- The Experience – What kind of experience are job seekers having with your company? What about onboarding? Are those efficient processes that leave a good impression, or do you lose people in the process?
So, if you feel like you’re doing a half-fast job, take a look at what you have, what you are trying to accomplish and some of the areas above. Chances are, it’s not you, and it’s not Verizon; it’s just you haven’t been given the resources to do a full-fast job (though, that’s not as funny as saying half-fast).
This blog was written by Matt Rivera. Matt serves as Vice President, Marketing and Communications and is responsible for overseeing all aspects of Yoh’s marketing and brand communications. Matt holds a degree in Journalism/Public Relations and has been working in the staffing industry for more than 25 years. Prior to this role, Matt held many different roles from branch recruiting and proposal writing to technology management and online marketing.