A lot of recruitment leaders we work with are about to launch big initiatives. They’re evaluating new systems, pulling together cross-functional teams to improve their processes, focusing on new or better metrics, or looking for ways to help their hiring managers hire better. All project-y stuff, and the good news is that they all have the budget they need to deliver what’s needed, and they’re really well resourced, with a dedicated project manager and team that is freed up to really focus on the heavy lifting required to create something great.
Right? I mean, talent is a company’s No. 1 priority, so once you make a good business case, you’ll get everything you need to execute flawlessly, right?
Wrong. keep reading…
- Employee referral posters in our hallways? Check.
- Employee referral program discussed within a new hire’s first few weeks (maybe even during our orientation)? Check.
- Employees who make referrals are recognized (with bonuses and good ol’ fashioned public recognition)? Check.
- Recruiters regularly soliciting referrals from employees? Most recruiters do. But what do the best do differently?
As consultants and trainers, we work with a lot of different recruitment teams, and regularly see companies doing more than just the referral basics these days. More than just “poster and pray,” sharing the program and bonus opportunity with new hires, or sending out recognition (from recruiting or the business leaders) to top referrers. And, individual recruiters are regularly soliciting referrals.
It’s one of the best low-hanging-fruit “direct sourcing” techniques out there. I mean, who doesn’t want warm leads for tough to fill jobs? But, how are they soliciting them? This actually matters. And the best recruiters do it a little differently.
Level 1: Who Do You Know Who’s Looking? keep reading…
Two recruiters meet at a conference:
- Laura gets 30% of her hires from referrals, has used only one headhunter in the past six months, and has a 42-day average time to fill. She filled 11 jobs last month.
- Jerry gets 20% of his hires from referrals, uses headhunters regularly, and has a 65-day average time to fill. He filled eight jobs last month.
Is Laura better than Jerry? Does Jerry suck? keep reading…
Despite the economy, most recruiting professionals I speak with are busy. As the head of global recruiting for Expedia (I have returned to the corporate world!), I can tell you that we’ve never been busier. Candidate applications are up more than 100% from last year, recruiting budgets and teams are smaller, but the business is growing, not shrinking like you might expect.
I feel like we’re on the cusp of another breakout period for our profession. Good stuff is ahead, and I’m excited to be part of it. As a regular ERE speaker, I’ve enjoyed networking with and learning from my colleagues over the past five years, and I’m thrilled and honored to be your ERE conference chair and MC for the Spring Expo March 15-17, 2010. keep reading…
A lot of recruitment leaders we work with are about to launch big initiatives. They’re evaluating new systems, pulling together cross-functional teams to improve their processes, focusing on new or better metrics, or looking for ways to help their hiring managers hire better. All project-y stuff, and the good news is that they all have the budget they need to deliver what’s needed, and they’re really well resourced, with a dedicated project manager and team that is freed up to really focus on the heavy lifting required to create something great.
