I'm finding that younger candidates — the Generation Y's — do everything through leveraging their networks. They are always connected, either through their mobile phones, text messaging, instant messaging, blogging, and social sites or simply by using email. They find information, look for employment, discuss national issues, compare professors, and arrange dates by using their web of friends.
Job board popularity peaked several years ago and only niche boards will endure. General boards like Monster will offer employers private-labeled job boards and add services such as advanced screening in order to survive. Just as the Internet and the economy of 2002 for the most part killed the job fair — leaving only a few trade-specific, diversity, or college job fairs — the same pressures will act on job boards.
The new breed of recruiter relies on technology to build and tap into networks.
Talent Strategies, not Traditional Workforce Planning
As a natural part of this more thoughtful approach, organizations I am working with are focusing on developing strategies around their talent needs. They are looking at what kinds of talent they will need over the next year, or even five years, and then comparing that assessment with the abilities of their current staff. Once they understand the gap, they then decide what talent to hire, to layoff, or to develop or transfer internally
What's Hot
- Referrals through Social networking Sites, like LinkedIn, FaceBook, Ryze, Meetup groups, and of course MySpace.
- Front-end tools: Broadlook (Diver), Capital IQ, Zoom info to name a few.
- Talent Strategy/Work Force Planning
- Retention
What's Not
- Job Boards
- Recruitment Process Outsourcing
- Contingency and Retained Search
- Turnover
- Reliance of ATS as recruiting tool
If you are a decentralized TA Organization, work out a system for who owns what. If you all agree together then the areas of dispute will be limited. The rule I use is that the central or corporate function should set standards and establish corporate-wide systems. Local offices should participate in that process and have great autonomy on the day-to-day stuff. They can supplement broad image and branding activities with local advertising within the bounds of an agreement you all make with one another.
"In general, most of the corporate recruiting world is quite awful."
"If you talk enough about what you do in a passionate way, it will weigh on people and convince them to follow."
"I once cut off my recruiter's Internet connections and budget for using agency's just to shock them into realizing the value of personal contact and relationship recruiting."
Forecasting and workforce planning. The team developed talent acquisition forecasting and workforce planning models to identify hiring needs as much as six months in advance.
Service level agreements. The team designed and implemented written service level agreements between the recruiting function and hiring managers
Prioritized mission-critical positions. So that recruiting could focus its time and resources on the most critical positions, the talent team worked with management to identify each of the "mission critical" positions in the organization.
Competency model for recruiters. The team developed an extensive competency model for recruiters
Aligned recruiting with the business processes. The team established a company-wide process to align recruiting processes (identification, acquisition, interview and selection process)
Sales research. The team developed strategies and approaches to systematically gather what is essentially market research or sales research information about each candidate.
Pre-need hiring. The team developed and implemented a "Teller Pre-Posting" program to meet management's request for more efficient and expeditious redeployments and internal transfers
Email a friend. Like many corporate recruiting websites, The LinkedIn site allows people that are looking for a job to forward any job to a friend that the user thinks they might be interested in.
