11 Oct RTT – Structuring, Incentivising and Supporting an Internal Resourcing Function
Here are some of the main thoughts and takeaways from a Think Tank held in partnership with the University of Hertfordshire on 10th November 2011. For further information and insight please contact Jeremy at Oasis HR – 0207 11 88 444 / Jeremy.firstname.lastname@example.org
One small step…
Be clear on your desired outcomes and work in partnership with the rest of the HR team to achieve it.
If you’re expected to resource, talent map, cut costs and be responsible for the whole recruitment process, as well as reduce agency usage by 90%, you’re going to need everyone’s help. Utilise the rest of the HR function including the business partners to help you forecast requirements. Having visibility of the vacancies heading down the pipeline is a luxury we’d all like to have.
Don’t let a “them and us” mentality creep, this will create barriers between the resourcing and rest of HR. As soon as a blame culture sets in it will become an uphill battle…
This is a pen not a wand…
If you’re setting up a new function from scratch set expectations accordingly, unless of course you’ve got budget to burn. Identify a receptive part of the business whose stakeholders buy into the concept. It is just as much about changing the internal culture as it is about implementing a process.
If you can win around one function the news of your success will soon spread. The rest of the business will see a decrease in cost and increase in the quality of candidates.
Although costs reduction is a main priority it is more about creating a value add, quality, speedy and professional service.
You don’t need to know them….your business already knows
Pass the responsibility of identifying and engaging top talent to the business. Get your team to sit down with new and current employees and together work through their Linked In connections to identify targets. Each time a hiring manager brings a request to hire to your team ask them for three referrals or suggestions of who they know.
How often does a new hire walk into the office and is recognised by half the team….
Stick to what you do best
Your recruiters are recruiters…having fought tooth and nail to get them let them get on with their job…..doing recruitment. Don’t let them get dragged into doing administration tasks like booking interviews. If the rest of the business views them as administrators, they will treat them as just that….not value adding sourcing experts.
Have a dedicated Channel Manager to look after the channels to market and give the recruiters the tools that they need to do the job. Managing the PSL, negotiating with Job Boards, other suppliers as well as running projects like implementing an ATS is a lot of work. Also do not commit to not using agencies; they are needed in the right areas.
It’s a career not a job
You need to offer your recruiters a career if you want to retain them. They will soon get bored as a transactional recruiter without any job enrichment or development.
Offer internal mobility to different areas of the business for example, HR. Offer secondments to other areas of the business so the recruiter gets a real insight into the business and the opportunity to try a different career option.
Also look to offer internal recruitment as a career option for employees in different areas of the business.
Get smaller teams involved in projects; offer training as part of personal development.
Your recruiters can only spin so many plates
It was established that the internal recruitment functions were often quite lean with little headcount and volumes of vacancies to source.
It is essential that recruiters be given the time and resources to search and gain external market intelligence. Not only does it help them, it also feeds useful information back into the business increasing the credibility and value of the team. If one of your competitors is building a new sales team I’m sure your sales manager would like to know.
The researched formula is –
- Specialist Hire | 25 vacancies – 90 days
- Generalist Hire | 50 vacancies – 90 days
For this formula to work every three recruiters need to be supported with an administrator/resourcer.
As soon as the volume of requirements gets too high your recruiters will not be able to source top talent, they will be forced back into using agencies. It is hard to find the reactive candidates your business wants, if you don’t give them time to find them they simply won’t be able to.
Points mean prizes
Incentivise by setting objectives focused on quality and not just direct hire targets.
Recruiters choose the internal recruitment career path as they wish to move away from heavily targeted sales environments, but they still need to be motivated.
Incentivise through setting objectives aligned to the needs of the business. Set objectives connected to retention or internal referrals.
Internal recruiters should not be motivated by money and must look at internal recruitment as a different career option to agency recruitment. Internal recruiters should be motivated by career development, recognition and the setting of clearly defined objectives to work towards.
Every potential candidate is also a customer…even the rejected ones need looking after…
You need to clearly communicate to all applicants, especially those you reject. The volume of disgruntled candidates can soon mount up so make sure the processes and tools are there. Most markets are very incestuous.
Applications are often sent with only an automated reply. The reply needs to be constructive with a definite and clear message as to the next stage, if successful.
An identified issue was the fact that clients are almost too scared to give feedback based on the legal implications. Managers need to be trained on how to deliver constructive feedback. Build the credibility of your team by getting them to deliver interview and recruitment training.
Portals are often black holes
If you’re using an ATS to manage direct and agency candidates make sure you know what that experience is like.
One flaw in candidate management systems identified was that all too often when a member of the recruitment team is updating the portals with feedback it is often not actually visible to the agencies that have submitted the candidates.
Onboarding of candidates
Consideration should be given to the recruitment function acting as a support to new starters and extend the relationship. Recruiters are to take ownership of the new hire to increase engagement and help with retention.
Perception is everything
- As always the attendees are faced with similar challenges and feel less isolated knowing they are not alone. Some great ideas taken away!
- Bonus/commission is not the right way to reward the team; reward should be given in the form of career development.
- Other businesses are not paying cash incentives, so look to other ways to incentivise ad motivate.
- Set objectives which are aligned with the business and its needs.
- Some good ideas on the journey of changing the team to operate a direct function.
- Ideas on how to structure the function.
- Look at the long term picture – Onboarding and measuring retention of recruits and setting objectives connected to retention.
- Reassurance that they are doing the right thing even with all the pain and frustration being felt!
- Looking at Internal recruitment as a profession, evolve talent and develop careers.
To find out more about the Think Tank RTT – Structuring, Incentivising and Supporting an Internal Resourcing Function: