Hiring at ScaleViewing employees in a profession as more or less interchangeable such that recruiting is focused on minimizing time and cost as opposed to discovering talent. For example, a bank that hires 500 software developers in the space of a few months such that anyone with proper qualifications and a reasonable interview is hired.
Hire at the BottomHiring candidates for entry level positions and mostly promoting from within for management and specialized roles. This is a common approach for large firms in cultures with a lifetime system of employment whereby people tend to stay with a company for their entire careers.
Talent SourcingDeveloping and evaluating sources for talent. For example, a recruiting team that finds that a particular industry event is a good place to build relationships with candidates with difficult to find skills.
Talent ProspectingUsing talent sources to identify potential candidates, build relationships and determine if they are qualified for a role.
Recruiting EventsAttending or hosting recruiting events that allow you to connect with candidates to have an initial conversation.candidates who are not looking for a job. This includes recruiting employees who are content with their current position and candidates who aren't partipating in the job market such as retirees.
College RecruitingDeveloping relationships with universities, colleges and other education institutions to hire new graduates. It is common for a firm to have a close relationship with a set of schools. In some cases, a firm may also identify programs and classes that repeatedly yield successful candidates.
Internship ProgramsPrograms that offer roles for a limited period of time to students and other candidates who want to develop work experience. This has a variety of ethical implications. For example, some firms don't pay interns, overwork them or give them work that doesn't represent valuable experience. A well designed internship program offers high value to participants in terms of experience without taking advantage of their inexperience to overwork them. Extending a job offer to interns who perform well is a common practice.
Research ProgramsFirms may engage and support research and development programs as a way to build relationships with emerging talent in a field. For example, a firm may sponsor research in robotics and artificial intelligence to build relationships with students and researchers in these areas.
Accepting ResumesAccepting unsolicited inquiries from candidates, particularly resume submissions. Firms may immediately evaluate such inquiries for top talent, even if they aren't hiring. It is a poor practice to collect such submissions without consideration as they quickly grow stale.
Candidate DatabasesAcquiring data about potential candidates, such as resumes and contact data. It is considered a poor practice to develop dark data that doesn't get used as this can become a compliance risk. For example, the risk of a data breach.
Data-driven RecruitingFirms may compare the performance of employees over the first few years by recruiting source or method. For example, a firm may find that a particular school, event or interviewing technique has lead to unusually high performing hires.
Recruiting PipelineViewing the recruiting process as a pipeline including stages such as prospecting, interviewing, selection, hiring and onboarding. Typically used to manage a large recruiting effort as you may need dozens of prospects for each hire. This requires planning as the process from prospect to onboarding can take several months.
Job DescriptionsThe quality of job descriptions has a significant impact on the recruiting process. Top talent are primarily motivated by work itself and will avoid opportunities that sound uninteresting. Job descriptions are also the basis for interviewing and selection such that an inaccurate description produces a poor match.
Job PostsAdvertising available positions to the public and/or internally.
Skills InventoryDeveloping a model of the skills you need and tracking your current capabilities in each area. For example, a development team may find that they have ample coding skills but are badly lacking information security capabilities.
Assessment TestingTests of aptitude, knowledge and attitude. These may be company specific tests designed to gauge a candidate's understanding of first principles in an industry. Alternatively, a firm may administer standard tests such as an IQ test.
InterviewingA series of conversations designed to explore a candidate's knowledge, past performance and attitudes. It is common for each candidate to be interviewed by at least three different individuals or teams. Interviewers score candidates to produce a shortlist with the final call going to the hiring manager.culture. For example, a firm may prefer candidates who are open minded risk takers as opposed to risk adverse and opinionated.groupthink and may be the basis for creativity as an organization.
Internal RecruitmentFilling positions by promoting employees. Some firms mandate that employees be given an equal or preferred opportunity to apply for open positions.
Recruiting PartnersThe use of recruiting companies to find candidates. As independent third parties, such firms can approach the employees of your competitors more easily. They may also have far deeper networks of connections than your human resources department.
PoachingThe act of recruiting a current employee of a competitor. Many firms prefer candidates who work for a competitor. However, poaching has negative connotations as it can be viewed in the light of intellectual property rights and the knowledge that gets transferred with an employee. As such, firms that aggressively poach may risk a counter response from the target competitor. Poaching can become extremely aggressive and negative. For example, a firm may poach employees simply to hurt a competitor when they have no need of the employee's skills. This is known as "hire to hurt."
Lift OutsRecruiting entire teams at the same time. For example, a firm that tries to hire the entire digital marketing team of a competitor by offering unusually high salaries. This is an aggressive type of poaching that risks a response from competitors that can include strategies well beyond the scope of human resources such as a price war. As such, aggressive poaching requires the support and blessing of senior management.
AcquisitionsAcquiring a firm in order to employee their talent. This can be a friendly alternative to poaching. However, this can also be controversial because it often involves laying off employees, discarding products and abandoning the customers of the target firm.
Counter Cycle HiringHiring during a low season for employment such as a retailer who hires after Christmas to enjoy a bigger pool of candidates.benefits.
International HiringRecruiting on an international basis to tap sources of talent or to reduce salary costs.Outsourcing is a common alternative to hiring. Recruiting may begin by comparing the costs and advantages of a full time position with outsourcing alternatives. Outsourcing can also be used as a stopgap measure when a position can't be filled in time.
CompetitionsCompetitions can be used as a means of identifying up and coming talent. For example, a sporting goods company that holds a product design contest with the idea that several shortlisted entries might end up being attractive candidates for a design role.
Employee ReferralsAsking employees to introduce candidates in return for a referral bonus if they are hired. It is common for executives in particular, to introduce a large number of candidates. This can risk a bozo explosion if such candidates aren't thoroughly vetted.
Recruiting CultureShifting responsibility for recruiting to all staff. This is typically in the form of an aggressive employee referrals program that encourages employees to build relationships and discover candidates.
Wanted ListDeveloping a shortlist of the talent you would most like to hire. For example, an firm that identifies a dozen brilliant product designers in its industry. Attempts are then made to establish relationships with talent or find recruiters who have existing relationships that can be used to engage them.
Candidate ExperienceCandidates commonly report negative recruiting experiences in social media, employment forums and employer rating sites. For example, candidates may complain of invasive questioning, poor communications and failure to meet commitments such as canceled interviews. Each candidate you don't hire goes on to work in your industry for many years. Some may go on to become influencers and leaders that hit your wanted list. As such, firms may take steps to measure and improve the recruiting process from the perspective of candidates.brand and reputation in areas such as working conditions, work-life balance and sustainability. There is often a great deal of social status attached to working for a top employer that motivates candidates beyond salary and benefits.
The process of attracting, assessing and hiring talent.