Every day we hear about hot trends in sourcing technology. Tools evolve continuously, candidates’ preferences modify ceaselessly, so how do employers make good long-term technological investments when both requirements for these technologies and the technical capabilities of these systems are constantly changing?
In today’s environment, uncertainty is the only certainty. Market volatility makes it difficult to forecast hiring. In a shifting economy where in-demand skills are in a constant flux, rapid response to changing dynamics requires efficient processes. Sourcing the right technologies that are more attuned to your business can speed these responses to hiring demands. To integrate the perfect framework for outsourcing your technology, rather than making a long-term, point-in-time decision, ManpowerGroup Solutions, one of the largest employment agencies in Edmonton for foreign workers, recommends an approach that maximizes your existing resources while leaving room to explore new technologies. In other words, the roadmap for sourcing the right technology must be agile enough to adapt to rapid changes in both the talent marketplace and in recruiting innovations. There are three key actions for identifying the technologies that meet your needs:
To initiate this plan, employers can start by identifying their company’s business objectives and assessing the talent required to achieve them. What do you need from a talent sourcing standpoint? Where are the gaps in the current system and what needs to change? With these answers, employers can evaluate the new technology against one important question: does the technology help generate the right candidates to meet your talent sourcing objectives?
In our previous article, we included a few key pointers that can help organizations identify core areas of their current recruitment system that need technological advancement and understand the strengths associated with a particular sourcing technology. Here are a few additional strategic business solutions that could help recruiters identify and utilize the right technology:
It is easy to get caught up in the latest trends and assume the technology you are planning to procure will be great for your company. But, this may not be true. Whether or not a certain technology is a right fit will depend on the specific job roles and skills required, along with the nature of your business. The key is to consider the potential return carefully, while also opening up the possibility of new ways of operating.
If you are the technology buyer, ask the following questions before investing. If you think through these questions, you are more likely to make better technology decisions:
What sourcing resources do we already have? Are they fully optimized?
How do we stay current and buy only the products that add value to our business?
Does our current sourcing strategy maximize our employer brand?
How does the brand impact the sourcing strategy?
How do we calculate risk and ROI when it comes to new technology?
What is the right mix of current and new technology?
What is a good planning cycle for technology innovation?
First, take a close look at the Return On Investment (ROI) associated with popular subscription models. Just because “everyone uses them,” does not mean they are right for you. Look at the type of presence your candidates have on a particular platform – e.g., are they more likely to be on LinkedIn or Stack Overflow? What is their gold standard? Consider using technologies that offer free tools which may prove to be sufficient. Some technologies which are considered dated might continue to be effective for your purposes. For example, job boards, which are often mistaken as resources which are losing importance, continue to be far more impactful than many people believe. In fact, job boards are responsible for six times hires as compared to social media recruiting.
Finally, it is important to consider less obvious technology options. Sourcing in the trucking industry is an example of an often overlooked opportunity. Drivers consistently show up on the list of the most difficult jobs to fill as identified by employers in ManpowerGroup’s Annual Talent Shortage Survey. Nevertheless, trucking companies rarely look to social media to source candidates. The assumption is that this type of technology is not used by truck drivers and that it is not integrated into the necessary skill set. The irony is that drivers use social platforms to stay in touch with family and friends when they are on the road; making it one of the best ways to target experienced candidates. Consulting dedicated employment agencies in Edmonton for foreign workers such as Manpower can help businesses identify newer ways to optimize their current technology and integrate smarter technological solutions into their recruitment processes.
Metrics and data collection efforts are on the rise. Companies collect and analyze every available piece of sourcing data to gauge their impact on strategic goals. Data analysis can drive insights and inform overall sourcing strategy leading its alignment with other business goals of the organization. The best recruiters use data analysis to micro-target talent and tailor it to their current and anticipated workforce needs. They have the capacity to deploy Big Data insights across the entire recruitment process. The efforts of an organization to pinpoint the source of hire, as seen in the sourcing snapshot below, is a perfect example of leveraging data to improve sourcing results.
Another example is a telecommunications company that sought to better understand the profiles of their most successful candidates so they could source accordingly. After taking a close look at their best customer service performers, the company found their assumptions were incorrect about what made for the highest performers. They were wrong about experience, education, skills and advancement interests. Armed with this new knowledge, they were able to refine their sourcing strategy to reach a far more targeted audience. The sourcing snapshot of a leading software business presented below is an accurate example of a technological framework that recruiters can adapt to their organizational processes in order to ensure the recruitment of top talent.
A global software company serving some 50 million customers has varied talent needs. Not surprisingly, there is a significant emphasis on hiring top-tier technical talent. Their approach to technology is wide-ranging and constantly evolving. Here’s a quick look at their framework:
They start by looking for the right skill sets. While some companies prefer to recruit for a job profile or “fit,” they have hard-to-find skills needs that warrant a skills-first approach. Technology solutions are geared toward sourcing the exact skills the company needs or is projected to need.
The organization recognizes that there’s more than one approach to sourcing. They encourage recruiters to be creative within the context of whatever approach works best for the individual recruiter. In other words, while some recruiters may excel at offline networking, for others social media engagement is a leading competency. The organization wants to benefit from both.
As a result, the recruiters want to be the first to try new technology. This means that HR professionals are able to beta test the newest technology and provide feedback. In addition, they are encouraged to test out new social applications to determine what works best. Failure is seen as merely a learning experience.
Although technology often emphasizes the opportunity to reach large pools of candidates, these recruiters see the potential to individualize the candidate experience. For example, recruiters will follow programmers on Twitter, Slideshare, and Stack Overflow. Rather than sending them direct mail, they’ll retweet content, share videos or stats, and comment on presentations or forums. Over time, this approach enables deeper engagement and understanding of the candidate than a typical cold-call. It also speaks volumes about the organization’s point of view of people.
The company sees its technology engagement as an opportunity to better understand its candidates. For example, after years of simply asking candidates about their source of hire, they found that many had multiple points of contact and aren’t able to articulate the actual source. As a result, the company is putting effort into analytics that can better track the overall engagement with a candidate.
Ultimately, the choice of technology depends on how well it fits with a company’s recruiting culture, which seeks to inform, engage and educate online before involving candidates offline. When executed effectively, this framework aligns technology with business objectives, enabling organizational agility and, ultimately, the successful targeting of candidates. For an efficient deployment of these sourcing tactics and the complete integration of these technologies into your recruitment processes, consult our experts at Manpower today.