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Recruiting Effectively

Recruiting efficiently and effectively is key for any organisation however small or large and wherever you may be on your growth journey. Making a poor hire with an inefficient process can you cost you more than just time and money but will also damage your reputation too.  Sue Ruddock, Director and Founder of SRInsights has kindly written an article for us sharing her eight guiding principles to establishing an effective recruitment process. The information she has given in each step is the start of a bigger conversation but we hope you will find it a useful guide to start that conversation.

Step 1 – Effective Hiring Managers

Utilising your own employees to recommend referrals is a great route to market for talent. However whilst this should be a route that you always utilise be mindful that any referral still needs to go through the same rigorous recruitment process as all other hires go through. I’ve seen organisations hire great talent for today via referrals but not necessarily consider thoroughly enough if they have the traits and attributes required for the organisation for the future.

Here are some of the areas your hiring managers need to be well trained and briefed in:

  • Constructing a compelling, inclusive job description
  • Proficient in effective interviewing skills
  • Ability to understand what skills are needed for todays job as well as how to identify the attributes and traits for tomorrows jobs
  • Effective job offering and offer negotiation skills

Step 2 – Defining Your Values and Culture

Candidates are often driven as much by the values and culture of the organisation looking to hire as they are by the role opportunity. Therefore it is key to ensure anyone involved in hiring future talent knows the values and culture you are driving that is going to be critical for your organisation to grow and scale at pace and how best to identify that throughout the interview process .

Step 3 – A slick recruitment process

Many organisations may not have a defined technology driven recruitment process when they first start hiring but beware that without very swiftly defining the process and the technology that can grow with you, you may damage your brand before it is really established. Also consider that in the current climate the volume of applicants to job openings is likely to be higher than it has been for years and having an effective technology supporting your process will ensure you can effectively manage the sifting process and then the important feedback (positive and negative) to an unsuccessful candidate.

Step 4 – Total Talent Hiring

What I mean by total talent is the total talent that your organisation needs to drive the business forward and be successful – that may be a mixture of permanent, contract, gig hiring and internal talent. If you define your workforce planning strategy early on you can ensure you are hiring the right talent for the job that needs to be done and you can start talent pooling against that workforce strategy early on enabling you to hire what you need in a timely and cost effective manner.

Step 5 – Hiring Routes

Referrals – we talked about this earlier on and outside of ensuring you are hiring not just for the now but also the future you always need to consider if your referral programme is driving the diversity and inclusion that your organisation is signed up.
Agencies – define the agencies that you wish to form part of your PSL based on who can represent you in the marketplace best, relationships and data. Review regularly and engage effectively with them to get the best value from this
Internal transfers – devise your internal hiring strategy and consider how proactive you may wish to make this versus the traditional reactive internal movements.
Outsourcing – as you grow you may find that the volume of hiring you make annually means you should consider engaging an outsourced provider either for the longer term or a short term outsourcing arrangement for a project hiring programme.
Early years talent programmes and returner to work schemes – talent routes for the future. Define how you wish to operate these programmes that can deliver great and diverse sources of talent.

Step 6 – Onboarding and Induction Process

Having spent significant time and effort in offering the best candidate for your organisation you need to ensure that your efforts don’t stop there. Ensure you have a robust onboarding process that keeps that candidate engaged and informed until they start with you when they should move into a robust induction process. Your new hires will be your best advocates for your brand in the future.

Step 7 – Recruitment Technology

Data is used by all of us for so many different reasons in our lives and the data you can get from the variety of recruitment technologies out there will help you to constantly evaluate your hiring processes and success and reshape as appropriate as you grow. With so many systems out there it can be a challenge to choose the right one for your organisation – my advice is choose a system that will integrate seamlessly with your existing systems and be able to adapt and grow with you and give a great experience to your internal and external customers.

Step 8 – Driving Inclusion Drives Diversity

Having an organisation that makes everyone feel included and comfortable to be themselves is key for success and ensuring you have an inclusive recruitment process that supports diversity will give you a richness of organization, increased employee engagement and trust, different perspectives that can lead to innovations and stronger business results to name just a few of the benefits. So define your strategy in this area – train your people on how to live and breath it and ensure your recruitment process reflects this at every stage.

Author: Sue Ruddock – Director & Founder – SRInsights

If you would like to organise a conversation with Sue Ruddock on any of the above topics please feel free to reach out directly – sue@srinsights.co.uk. Website: srinsights.co.uk