Originally appeared at The LevelUp Blog Insights on the startup talent community.
Topics: Inbound Recruitment
As an organization purely focused on improving the recruitment process and making it less reactive, we have been looking for technology partners in the recruitment space. Believe me, it’s hard enough to find partners who even realize there are major problems with the traditional approach to recruiting. It’s even harder to find partners who also have an awesome product to support a proactive hiring process -- one that leverages the power of inbound recruitment marketing and is able to do it in scale across the world.
At Candarine, we help companies transform their recruitment process from PUSH-marketing (in which job advertisement is the main recruitment marketing activity) to PULL-marketing, also known as inbound marketing (a relationship-building process that uses content to attract and engage the best candidates).
When it comes to achieving your company’s recruiting goals, what is the single most important predictor of success?
According to Jim Collins, author of the business bestseller, Good to Great, “leaders of companies that go from good to great start not with ‘where’ but with ‘who.’ They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats. And they stick with that discipline - first the people, then the direction - no matter how dire the circumstances.”
Even though workforce planning has been a “hot topic” for more than a decade and is considered one of HR’s main activities, many companies are still closing their eyes to its importance. At the same time, these companies are seeking to prepare for whatever could have an impact on their core goals. Here is the paradox: workforce planning does exactly that! It helps a company prepare to fulfill its goals and accomplish its mission.
Simply speaking, workforce planning is a crucial component of the systematic identification and analysis of what an organization needs in terms of workforce size, type, experience, knowledge, and skills in order to achieve its objectives.
We just ended our one-month experience working from a co-working location instead of our own office. It was interesting and definitely made us all think about what makes a good workplace, especially in terms of a physical office. I wanted to share some of my own thoughts on this subject. But before I do, let me start by telling you about an earlier and somewhat similar experience.
Recruitment and HR have been working for years to be recognised as valuable business partners and strategic contributors to their companies’ overall success. Why has this recognition been so elusive?
Traditionally, our main recruitment activities have been divided between marketing (via a traditional and often complex application process) and sales (direct sourcing our talent via cold messaging and calling). As a result, we have optimized our recruitment funnel by either adding new channels to attract more applications (job boards, job search engines, programmatic job ads, etc.) or increased our direct sourcing channels (general and niche channels) and activities (spamming more individuals).