Using IT to win recruiting battles
By Justin Roy
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In today’s difficult recruiting environment, technology is an indispensable tool. Unfortunately, many firms fail to realize the multiple ways that IT can make recruiting more effective. That’s too bad because the current cost and ease-of-use of database technology put these valuable assets within the reach of the vast majority of AEC firms.
While firms with primitive systems may need significant upgrades, the average firm probably doesn’t need to spend a bundle to acquire the right gear and
software. In fact, many already have the basic infrastructure in place. What seems to be stopping many from setting up databases that hold detailed information on potential recruits is that they’ve never had a systematic, firm-wide recruiting program.
A sophisticated recruiting and personnel database does no good if there isn’t a commitment to use it and update it consistently. In order to make a recruiting database pay off, most firms need to rethink their recruiting methods. Recruiting should be an ongoing process that involves the whole firm, not isolated events occurring only when there are openings. IT really shows its worth when firms adopt an always-recruiting mind-set.
How does IT aid recruiting?
- Enables tracking and forecasting of staff capabilities and future requirements
- Makes information about potential candidates easily accessible to the entire firm
- Helps track information on what competitors are doing in recruiting
- Improves the ability to stay in touch with recruiting prospects
Here are some essential steps to reaping these benefits:
First, know thyself
Obviously, you need to know your own staff’s capabilities and shortcomings when planning your recruiting needs. What’s more, you should have a handle on how many new people you will likely need, and the skill-sets required of them, over the next year or more. A personnel database makes it easier to get an overview of staff capabilities and needs.
Reject “it’s HR’s job” mentality
In many firms, the responsibility for recruiting rests with a few managers and/or with human resources. But the war for talent is too fierce to put all accountability for attracting talent on just a handful of people. Many of the best opportunities to make contact with potential recruits occur during interactions between your own project managers or rank-and-file employees with their counterparts on other firms. Those who have frequent contact with professionals in other firms, either during project work or through professional associations, should consider talent scouting part of their jobs.
Maintain a prospect repository
When your people develop a rapport with and respect for professionals with whom they come in contact, those contacts should be entered in a database dedicated to recruiting. As much relevant information about these future
employee prospects as possible—job titles, skills, experience, etc.—should be included. Also, note if the potential recruit gave any indication that he or she might find your firm an attractive place to work.
In addition, strong candidates that were interviewed by your firm but not offered a job should be added to the database, if they were not already in there. Perhaps another candidate had better credentials, but your second and third choices might be fine additions to the firm when the right opportunity occurs. Let them know that you’re interested in keeping in touch with them and would like them to consider applying for future openings.
Save these candidates’ resumes in the database, and note the expected salary range and bonus plan for the positions for which they interviewed. Also note the candidates’ perceived strengths and weaknesses, stated willingness to relocate, and other relevant information. That data could help determine when there is a potential future fit or even a current one in another practice or satellite office. Your personnel database can enable you to match potential recruits in the recruiting portion of the database with future needs.
Keep in touch
A firm that is in always-recruiting mode should reach out to potential candidates regularly, just like it does with potential new clients. Put these prospects on your newsletter mailing list, invite them to open houses, and send them e-mail news releases when something notable happens like the launching of a new practice or office. One caveat: send these communications to personal addresses (both snail mail and e-mail) unless candidates give permission to send them to work addresses. You don’t want to put a potential candidate in the difficult position of having to explain why he’s getting recruiting collateral from another company.
When appropriate, assign a hiring manager to personally stay in touch with a top recruiting prospect. This is an especially smart strategy when you have someone in mind for a position that is likely to be available, say, six months or a year down the road.
Competitive intelligence
Using a recruiting/personnel database for competitive intelligence can be considered an advanced-level application. Note announcements of competitors’ new hires and their backgrounds in the database. This data helps answer questions such as: Where are your competitors finding new employees? What levels of experience do these new hires have? You’ll be able to keep tabs on the job market and possibly find new avenues for recruiting by keeping a watch on the competition.
Tying IT all together
There isn’t enough space to get into detail about technical requirements, IT vendors, and consultants here, but the most important attribute to an effective personnel/recruiting application is to have a unified firm-wide database. Many companies have this information scattered on multiple systems. Unifying these databases is often the top technical challenge, and it is vital to overcome this hurdle to realize the benefits noted above. Make sure your consultants and vendors are up to the task.
What do you think? Let us know.
Justin Roy is a SullivanKreiss market sector leader focused on engineering, environmental, and construction clients. He can be reached at jroy@sullivankreiss.com.
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