In today’s competitive recruiting market, your company needs access to quality resumes to recruit the right talent for the right job at the right time.
Yet today’s complex world allows job seekers to access information about your company from a wide variety of sources, such as your career site, job boards and social media platforms.
The result can mean more applies -- but not necessarily from the right candidates. It also makes it difficult to track the sources that are driving the best return on your recruiting investment.
The good news is that these challenges are relatively simple to overcome.
The best practices below will help you attract the right candidates, reduce drop-off through the apply process and enable you to authenticate the most effective recruiting sources.
Optimize your job title.
Improve your job response by making sure job seekers can find your jobs. Seekers tend to use very simple and common search strings and keywords. Use specific and common titles with two or three descriptive keywords.
You don’t have to be an expert to optimize your job title. Do your research using free keyword research tools on the Web like the Google AdWords Keyword Planner.
Create a compelling and engaging job description.
Now that they’ve viewed your job, help seekers understand WHY they want to apply for your job.
Seekers have more choices today. Unemployment is inching down and more jobs are being created. Differentiate why your company and your position are BETTER than the next job in their search results.
Include a call to action.
Don’t expect seekers to apply based on your job description alone -- create a sense of urgency. Use language that motivates the seeker to apply.
As a Recruiter at first glance, your job sounds simple enough: connect potential talent with the hiring managers who need to fulfill the recruiting process. In reality, your job lands you directly between two different, equally unrealistic set of hiring expectations: those of the managers and those of the candidates.
Here are three recruiting strategies.
When a job candidate is expecting a salary 20 percent over the market rate, or a hiring manager seems to think it will take about 24 hours to find the perfect candidate, you know they’re in for a disappointment.
Teaching is the first step in your recruitment strategy, but it’s not enough. In reality, you’re not just an educator, but also an advisor.
Whether internal or external, as a recruiter you don’t just work for hiring managers: you work for ccounts. Depending on your position, an “account” might be a company, a division or department, or even a single hiring manager who uses you for multiple needs over time. Whatever the arrangement, to be truly successful as a recruiter, you need to manage your accounts.
"Managing your accounts" goes beyond teaching and advising individuals. That’s because the needs of accounts are complementary to, but different from, the needs of the individuals within them.
Your role as recruiter, like everyone’s goes way beyond its title. We all have bad days at work, and some days you will certainly feel like “recruiter” is synonymous with “scapegoat” or “mercenary.” But if you work to make your title synonymous with “educator,” “advisor,” and “trusted ally in the job market,” you may be pleased with the results. Not only will you get more respect and more rational expectations from both sets of your customers, but you might even enjoy your job a little more too.
Recruiters today need to build relationships that take the LinkedIn, Twitter and Facebook interactions to a deeper level -- by moving past name-gathering and profiles to actually creating new relationships that convey the depth of a person’s knowledge and experiences.
The employer is going to interview the person that a recruiter recommends, so highlight those factors that document the hidden talent factor of the candidate.
Recruiters, who want to move beyond presenting the familiar, traditionally-accepted candidates, will focus on the hidden talent factors that might be invisible to the untrained eye. This is a great time to quantify the untapped factors that may any candidate more valuable to the employer while also scoring a ‘wow’ factor.
Overall, as you refresh your abilities to look beyond the familiar, remember that good recruiters employ the tactical strategies that they already know. Great recruiters are curious and develop the ability to challenge their own biases about people. Above all, great recruiters find ways to quantify the untapped talent factors that will document new success for an organization. It’s time to hit the refresh button and engage that outlier candidate who might be your client’s next game changer.
Once candidates are in your hiring pool, it’s tempting to Google them and search the big social media sites to see what comes up. But the mix of public, private, professional and personal information that can be found online must be used with abundant discretion, if at all.
"Recruiters should try to look at the person as a whole," says Jacobson. "Look them up on the social media sites, Google them and their email address." And then, in evaluating the information, use your best judgment together with the advice of the experts.