Why Non-Recruiters Are Often The Best Recruiters You Have BY JEREMY ESKENAZI, SHRM-SCP
20 percent success rate using resources you already have isn’t convincing enough, here are six more reasons why non-recruiters are the best recruiters you have: 1. They far surpass your post and pray method. We know a lot of recruiters do this – get the generic job ad posted everywhere, then wait. You may get hundreds of applications, but most of them are not the right fit or don’t have the right experience. You end up spending heaps of time reading resumes that not the right fit. This is not a strategic approach (or an effective one!). You need to do more than passively wait for people to come to you and in- vesting in your untapped recruiting potential is a fantastic way to build your pipeline of better candidates. 2. Your employees, hiring managers, and top perform- ers have a very clear idea of who they want to work beside and what it takes to be successful at your company. Once they know what roles you’re hiring for, give them tools to help you - train them on how to be a recruiter so everyone is looking for talent that makes the workday, the product, and the customer experience better. Everyone wins when you do this and you become less fixated on referral re- wards, and more excited about the benefit of the team. Don’t lose sight of that recognition for their efforts to help with recruiting – it is important too. It may not be as moti- vating to get the right talent if you’re offering a bonus for volume of resumes over spotted potential talent.
Not every recruiter can be an engineer, or hair stylist, or accountant. They know how to hire these roles, but not how to become them. On the flip side, it’s not as hard for
every employee to act as a recruiter. In fact, recruiting power in each em- ployee is often unrealized because we’re so busy relying on recruiters to be the only one recruiting. There was an incredible program once developed for a service indus- try. Every manager in this company
Jeremy Eskenazi
went through training to both spot and learn how to engage with potential candidates. A calling card was available to hand out to potential superstars and managers could fa- cilitate an introduction to a recruiter. The candidate would always get a call and the managers received a referral bo- nus if there was a connection with the candidate – even if they were not hired. The company paid managers for this time, and with a 20 percent success rate, a fruitful pipeline of high-quality candidates emerged. What they learned was just giving out the cards wasn’t enough – managers needed training to know what to look for! They needed a little of that magical recruiter eye. If a
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18 July 25, 2022
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