The recruitment arena is changing. A recent discussion with Mark Denton, Managing Director of Zenopa, highlighted this shift in recruitment power. Traditionally, employers have always had the upper hand over job applicants. It was the role of the applicant to offer their services to a company and to make a convincing case for their uptake.
Recently, however, this traditional recruitment model began showing signs of change. More and more, modern jobseekers are asking “What can you do for me?” and “Why should I work for you?”
But why are they asking this, and how has the recruitment model changed?
Social media outreach
The explosion of social media sites in the last decade has meant candidates are being approached much more readily than in the past. It is not necessarily that there are more hiring companies in the market, or more vacancies; national unemployment is currently sitting on only 5%. Rather, social media platforms have made the right applicants for job vacancies more visible and accessible to prospective employers.
Encompassing websites such as LinkedIn, Facebook, Twitter and a whole host of others, the Internet represents a vast candidate database available to everyone online.
As a result of this, the recruiter/applicant relationship is beginning to change. More and more job-seekers are expecting interested companies to approach them off the back of their profiles and online CVs. Strong candidates are being headhunted for their skills and companies who do not profile for prospective employees risk missing out on the right candidate to their competitors.
But time is money. So how can you scope and secure the best candidates for you? What is your competitive recruitment edge?
Targeted marketing and sales process
In order to reach candidates, you need a targeted marketing and sales process directed at them. Recruitment needs branding, lead generation, prospect development, conversion and retention as though you were selling to customers.
Consider recruitment in transaction terms; what makes your company stand out? What is its USP? Why should a candidate choose to work for you over one of your competitors?
Engage new joiners
Don’t forget to keep new joiners engaged during their notice period with their previous company. At that time they are susceptible to being poached by another head-hunter or agency intent on persuading them to consider their company or client. There are a number of ways they may attempt to do this, from financial offerings to promotional prospects or other job perks.
By engaging new joiners, you stand a better chance of keeping them involved and invested in their new role with your company.
Invest in your workforce
Put aside 10% of your salary for investment in rewarding, development and retention of your staff. Make them feel valued and appreciated for the work that they complete. Show them that you are grateful for their contributions to your brand and your team. Help them to grow with workshops, presentations and team events. By showing your appreciation for your employees, you nurture positive relationships and cement their job satisfaction.
The value driver of successful recruitment consultants has changed. It’s no longer enough to attract candidates; you need to actively engage them. A modern, forward thinking company’s value is its brand strength and reputation with candidates. What kind of company are you, and can potential employees see that?
Bob is a specialist in running high value added service businesses, having run five such businesses as General Manager, Managing Director or Chief Executive. His last employed role was as Chief Executive of a £16M, 200 person family owned business having previously been Chief Executive of an AIM listed company for which he raised £5M funding and which he grew from £4M to £12M in three years through two acquisitions and organic growth, and a corporate PLC subsidiary where he was Managing Director responsible for delivering £10M profit on £45M turnover through 450 staff.
Bob is now following a portfolio career providing entrepreneurial business leaders with mentoring and coaching around business leadership, business growth, merger integration and exit planning.
Core to his portfolio is MD2MD. Having experienced for himself the value of having a strong sounding board of fellow Managing Directors he founded MD2MD in 2004 to provide groups of business leaders with a confidential environment within which they can support and challenge each other to raise their game as leaders and by doing so improve the success of their organisation.More about Bob