Purpose:

For high growth organizations, attracting, hiring and retaining the right talent is critical. Add the right players to your team and you have a key source of competitive advantage. Attract the wrong talent and you will have difficulty meeting your strategic goals and objectives. “Hire a wrong person…who is not able to fit into an organization…he will leave, resulting in high attrition rate”. “Hire a person…give him wrong information…or misrepresent the policies of the companies and procedure and you will not even know what harm you have done to the organizations “public image” “. drivingschoolintoronto

Introduction

More than anybody else in HR Department the onus is high on “Recruitment Specialist”, he is like “companies” advertising manager.
He must be well versed with the “Business” of the company, its strategies and policies.
It is for him to keep himself updated with the latest skill sets, available in the market.
It is for him to “keep” him self updated with the “Business Competitors” of the organization. Even the onus of “retaining people is on “Recruitment Specialist”.
It is for them to find if the “person” will be able to fit into the “culture” of the organization.

4 P’s of Recruitment

Product

What positions are you trying to fill? What do you have to offer to potential candidates? Who else is trying to hire similar candidates and how can you gain a competitive advantage?

Price

How much are you willing to pay top quality candidates (e.g., salary and benefits, other costs associated with the hiring process)? Is this more or less than your competition?

Person

What is your target market? Who are you trying to hire? What competencies are needed for the jobs you have to fill? Are these competencies valid? What does the ideal candidate look like?

Promotion

Where can your ideal candidates be found? How will you let these candidates know about your job openings and encourage them to apply? What resources can you use to generate a diverse candidate pool?

Searching for “Right” profile

1.Networking – Developing relationships with institutions that have direct or indirect access to culturally diverse candidates

2. Internet – Searching web databases, placing ads at various career sites geared toward a diverse array of individuals, attending on-line career chats

3.Resume Services – Purchasing a packet of resumes that match identified hiring criteria and contain a significant level of diversity.

4.Direct Mail Campaign – Systematically sending recruitment materials to culturally diverse individuals who meet your hiring criteria and organizations that have access to such individuals.

5.Job Fairs – Participating in job and career fairs that cater to culturally diverse job seekers.

6.Newspaper/Periodical Advertising – Placing job ads in periodicals that cater to culturally diverse individuals.

7.Radio & Television Advertising – Placing job ads on shows that cater to culturally diverse individuals.

8. Professional Associations – Becoming actively involved in a professional association that caters to underrepresented members of a particular profession temp-mail

Recruitment: Return on Investment (ROI)

Recruitment return on investment (ROI) understands and compares the elements, costs and risks of a recruitment related project to the expected benefits, for example; recruitment technology, recruitment centre implementation or process re-engineering.

Recruitment ROI can assist in building a business case for the organization’s decision makers to evaluate the benefits and estimated return on the investment to upgrade an organization’s recruitment function.

In summary, the recruitment ROI process would address the following:

1. Tangible and intangible benefits to the organization, including increased quality and savings in time and money through implementation

2. Estimated cost of services and associated technology

3. Investment/payback period of the recruitment project

4. Issues and costs associated with not proceeding with the recruitment project

Measuring the Effectiveness of Recruitment Process

Collecting data and calculating the ratios is only the first step. Metrics are a tool for a larger analysis of your recruiting effectiveness.

Metrics don’t just mean time and cost. It’s about looking for every point of transaction with a candidate and tracking it from the time and cost perspective–every activity that pulls a candidate into the process and the path that takes the candidate through to an accepted offer.

Recruitment metrics measure the effectiveness of the recruitment function. These metrics deliver valuable and relevant information back to business stakeholders. Their purpose and benefits are to:

1. Demonstrate the real value of the recruitment function

2. Gain the buy-in of business decision makers to invest in and optimize the recruitment function

3. Provide an accurate picture of current costs and outcomes

4. Demonstrate changes and impacts to the organization over time

5. Establish shared accountability between the Recruitment Centre, Hiring Managers and/or business units

6. Manage costs

7. Analyze productivity

8. Assist in the identification and evaluation of risks

A good Recruitment Specialist must be in a position to answer the following questions:

A. How much time and expense does your administrative staff expend to open, respond, and route resumes to the hiring team? The best way to do this is to figure out an average cost per resume and track how many resumes you receive for each job to be able to calculate the administrative cost per job.