Recruiting Strategy 1

(Oct 30, 2008) The word sure gets kicked around. "Recruiting ‘should’ be a strategic partner in the enterprise." Most of the current array of ideas about Recruiting Strategy are self referential and make really bad assumptions about the role of the Recruiting Organization, the structure of the workforce, the desired end state. Uniformly, they assume that the organization’s leadership (including the Recruiters) know what they want. There’s a lot of cart before a really tiny horse.

Look at these definitions of Recruiting Strategy:

A recruiting strategy gives recruiting managers guidance about what they should do more of and less of. It also helps ensure that everyone on the recruiting team understands the priorities of the business and how recruiting can have an impact on the business. That’s why, when putting together a recruiting strategy, it’s important to make sure that the process one uses to develop the strategy is logical and straightforward. (BNET)

… all recruiting strategies fit into two categories: “you find us” and “we find you.” The “you find us” category is the most commonly used, where a firm essentially posts a notice that it John Sullivan, ERE)

Recruitment strategies are exactly that, a strategy to recruit the best possible candidates and future employees for a company, regardless of the industry. Recruitment and hiring processes require the same attention to detail as other aspects of running a successful business. The placement of a classified employment advertisement is just the beginning of the recruitment process for both the candidate and company. The purpose of such advertisements is to evoke interest and to see what the candidate and company have in common, ultimately resulting in an in-depth interview. (Stuart Neil, Vault)

The strategies of recruitment usually are not deeply analysed per se, as an autonomous phases of the match between labour demand and supply. They are considered together with selection processes that have been object of several economic, sociological PEMINT)

As you can see, there is little agreement about what a Recruiting Strategy actually is. Some frame it as a specialized communications strategy. Some simply write it off to "a method for prioritizing media purchase decisions." In no case is a comprehensive approach that aligns with organizational direction ever articulated. All of the supposed strategists simply assume that the input about what the organization wants is obvious.

Very surprisingly, the Department of Energy has a published Recruiting Strategy document (It’s a word doc, not a web page). It is a really great start on the development of a sustainable strategy. It’s only problem is that it focuses so heavily on solving the near term crisis (retiring workforce) that it sets the stage for future problems.

Strategy is not an approach to problem solving. Rather, a good Recruiting Strategy crestes a context in which problems can be addressed and solved. Most importantly, a strategy articulates a clear vision of the organization’s future as expressed through the structure of the workforce. With a clear view of the dewsired end state, downturns and upswings can be easily navigated.

The primary issue in the development of a solid Recruiting Strategy is the definition of the desired end state.

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