I am a huge Greg Savage fan.
When it comes to agency-side recruitment, nobody tells it better than Greg.
He is a fountain of recruitment knowledge and is excellent at telling you the things you don’t necessarily want to hear but know that you have to do.
Recently he posted an article entitled 12 Crucial Recruiter Tactics For 2023, which I loved (see article at the foot of newsletter).
If I was still running a recruitment agency, this is what I would be going through with my people to set them up for 2023.
Though I now sit on the other side of the fence in the Talent Acquisition World, there is plenty we can take from Greg and implement in TA.
So, I sneakily took his advice, took his 12 points and changed the angle slightly, so we now have 12 Crucial Talent Acquisition Tactics!
Let’s get to them.
- Make yourself indispensable to your company. Never has this been so true in Talent Acquisition. We all know great people who have been laid off in the last 12 months. TA is one of the first parts of the business to be hit when the tough times come. And as we know, those tough times always come! So, make sure that your business sees you as something other than somebody who finds CVs when there is a hire on. Be VISIBLE. Work on the process. Work on branding. Team up with marketing. Suggest internal mobility schemes. Help your leaders strategise their talent planning for the future. Help them partner up with institutions that will increase their diversity. What does your candidate experience look like? How is your onboarding? There is SO much TA can offer a business. But, you’ll need to be proactive, and again, you must be VISIBLE.
- Now is the time to take a ‘people are primary‘ approach. TA should be involved in retention; there, I said it! Are the people you hired for the business in the last 12 months happy? Are they unsure about their role in the industry? Are they scared about the economy or the world? Check-in with everybody. Get helpful info which business leaders can use to help make sure that their people are happy, motivated and invested in the business mission. You have a unique position in TA where you should have special relationships with the people you have brought into the business and those around them.
- Time to brick wall all your existing clients. What clients? I work in TA; I hear you say! Well, your clients are your stakeholders, the hiring managers. And your life gets a hell of a lot easier if you have good relationships with them. So check in, maintain that visibility in the business and see if there’s anything they need from you. Market intelligence? Salary benchmarking? How are the people you placed in their teams doing? Are there any people in their groups they are worried might leave, so you might need to replace them? Relationships with stakeholders are essential; you need to build trust with them so you can gently influence them with your data and expertise.
- Reignite those dormant client relationships. Ok, so I will cheat here and reframe what the client means in this context…CANDIDATES! Could you look back through your list of candidates you spoke to in the past 12 months who were interested but maybe didn’t enter the process for whatever reason? Things change. You have built the building blocks of the relationship already, so check back with them to see if they might be more ready to discuss a career move. Like business clients, the most significant opportunities often lie in the people you know rather than those you don’t.
- Hone and refresh your sales approach. What do candidates want? Would you happen to know? It may be different to what they wanted in 2022. What matters now may not have counted then. So, make sure you are developing yourself. Make sure you consume content like Talent And Growth podcasts or Recruiting Brainfood newsletters! Get better at your job, consume the data and the reports and use the information to hone your approach to outreach so it is in line with the modern day. Do candidates want to work in a tech start-up in 2023 when the economy is so fragile? Maybe not. You shouldn’t position your business like that. Does your company offer a unique benefit that makes you stand out? Could you push that in your messaging? Again, could you check the data and make sure your approach is appropriate for the times?
- Extract every candidate you rated as ‘good’ from your ATS but did not place in 2022 and 2021. Sounds similar to number four, right? Well yeah, it does, and I already talked about this. So let’s mix it up. Do you have candidate feedback on their experience in your process for the past two years? If not, then you should. Put together a Typeform survey to send to everybody involved in your strategy in the last two years. Get qualitative and quantitative data which conveys how good your hiring process is. Then use that data to give you and your TA team a big pat on the back (and the hiring managers, of course) OR use that data to influence change in the business, which leads to better candidate experience and better branding for your company.
- Get off the ludicrous recruitment seesaw. By this, Greg is talking about not jumping from business development, and no candidate cares about scrambling around looking for candidates and forgetting to flex that BD muscle. In the context of TA, I would suggest that even when you aren’t hiring BUT you know that you regularly hire React Developers or whomever it is you periodically hire and find it tough to do so – then from your perspective, don’t ever stop that outreach. Keep building that candidate pipeline. Keep starting those conversations. Keep producing that compelling content that entices those good people. Keep running candidate-focused events that introduce potential superstars to your business. Think ahead.
- Qualify and prioritise your job orders. This is JUST as important in TA as it is in an agency. Could you picture the scene? You have 20 roles just landed on your desk. How do you work out where to start? Well, you work out where the need is most vital or where the market is weakest. The most important question I ask hiring managers is, “what is the impact of not having this person on you”. If they say it doesn’t matter, it would be nice to have somebody then. MAYBE this role is less significant than a priority who answers saying that they haven’t left the office for two weeks because they are understaffed. Prioritise the people who are ready to hire and have a genuine need.
- Engage whenever you can. Got a hot candidate? Call over email, Video over call, face to face over video…the more robust the engagement, the stronger the relationship you will build, and the stronger the influence you can have on the process.
- Do not discount your fees. Were you looking for a new role? Don’t downplay your value because you are worried about the market. Instead, you can go to every interview with the impact you had at your previous companies and the data to back it up. What was your time to hire? What was your quality of hire? What was your hiring velocity? How many people did you employ? How much money did you save the companies compared to using Rec agencies? Be bold. Be proud.
- Get out and mingle. You can meet candidates but build out your TA network as well. That network can be critical if you find yourself in a challenging position in your career and need to find a new role.
- Build your online brand. Your online brand is the shop window that candidates will browse when deciding whether to talk to you. Make it as attractive as possible. Make clear who you are and what you stand for. Deliver compelling content and videos that help candidates. STAND OUT. That’s the name of the game.
See Greg’s original article here – https://www.gregsavage.com.au/2023/01/09/12-crucial-recruiter-tactics-for-2023/
Wondering how healthy your talent acquisition process is and how you compare to your competitors? Take the Animo Test here – https://animogroup.scoreapp.com