Issue link: https://www.e-digitaleditions.com/i/135744
Recruitment Employment data indicate that as many as 60 percent of all recruiters during the Great Recession were displaced. This did not mean employers had no recruiting needs; the market demanded a new recruitment solution on an on-demand basis. third-party organizations. Simply said, internal recruitment groups are better known for candidate processing. They do it both effectively and efficiently, as long as they possess the bandwidth. In-house recruiters commonly are pulled in multiple directions performing other HR (non-recruiting) related tasks along with carrying a high job requisition load. The Great Recession has caused the marketplace to shift its thought process. It became crystal clear to most organizations that employment is not a constant, and unfortunately for many, their recruitment costs were fixed. With the added pressure to meet profitability targets in a down market, the methods of acquiring talent needed to change. Again, most organizations were not and still are not ready to outsource their recruitment to third-party providers. However, they recognized that they could not continue to do business the same way carrying their in candidate research. If the employer goes with contingency recruitment, they commonly give the assignment to multiple recruitment firms. Having multiple providers, of course, often causes market confusion. There is a high probability that the same candidate will be contacted about the opening by more than one firm. This makes the employer appear desperate. The fact is that the targeted candidate universe is the targeted candidate universe. It is limited. The employer also has the problem of figuring out which firm receives a fee payment if one of those candidates contacted by multiple firms gets the job. Another major issue is that good contingency recruitment firms will not work the assignment if they hear it was given to multiple firms. These good search firms see this as a shotgun approach. The chances of them filling the assignment diminish significantly. They know they will not receive preferential treatment; there is no partnership; and there is a high probability they will not get paid. Last, are internal client recruitment groups good at candidate sourcing? The answer depends on how you define sourcing. They tend to be good in sourcing active candidates off of job boards, media advertising, and the like. Internal recruiters also tend to be active on social recruiting sites like LinkedIn. fixed recruitment staff to fill jobs that simply did not exist. Employment data indicate that as many as 60 percent of all recruiters during this time period were displaced. This did not mean employers had no recruiting needs, and at times hiring requirements exceeded their capacity to perform. The market demanded a new recruitment solution. Employers wanted external recruitment assistance on an on-demand basis. And they did not want to pay traditional third-party search fees for on-demand services. These traditional fees were simply too expensive. The problem for many recruitment providers was how to deliver on-demand recruitment services cost effectively. Most recruitment firms lack a variable delivery infrastructure to support the solution. A recruitment provider cannot use its existing expensive commission recruitment staff to deliver this type of service. A recruitment organization to support this model has to be able to scale up and down or turn resources on and off. This approach cannot just be about shifting risk from the employer to the provider organization. If done this way, the on-demand solution will fail. This is still a relationship business. The big question became how to make this a "win–win" for all parties. It is complicated, but worth pursuing. It is what today's recruitment market demands! (According to LinkedIn, they have 74 million users in the U.S. today. However, BLS reports more than 139 million employees in The Answer the workforce. This means a lot of great talent does not have a The market demands a new on-demand recruitment solution: LinkedIn profile. In addition, a number of LinkedIn members do one that can be turned on and off or scaled up and down not have an updated profile reflecting current job, experience, based on real time hiring requirements; a solution that is both and skill set data.) efficient and effective; one that is predictable, repeatable, and consistent; a model with price points that are a fraction of In-house recruiters also do not typically direct source passive traditional recruitment services, but are somewhat higher than candidates. It is a perceived industry taboo to direct source that of RPO; a price point that will support direct candidate candidates out of competitive firms or area organizations. sourcing to satisfy difficult-to-fill positions; a solution that It is a more accepted practice to perform this task through is enabled by best-in-class technology and compliant with [44] HRO TODAY MAGAZINE | MAY 2013