Source. Recruit. Integrate. Don’t repeat.Temps de lecture 3 minutes
The digital revolution has dramatically changed recruitment practices by creating a broader job market with profiles instantly available. This new reality involves rethinking aspects of the recruitment process. Find out why designing a sourcing strategy, increasing the quality of recruitment and building an onboarding plan can really make a difference.
Source – Identify ecosystems not profiles
Sourcing remains a crucial talent acquisition channel. This process is all about finding and qualifying candidates – both passive and active – who have not applied directly to a job vacancy but whose profile meet the specific needs of a company in terms of skills, values and behaviour. In other terms, sourcing allows to build a bridge between the labour market and profiles.
This initial phase requires a specific methodology and most importantly it needs to be as precise as possible. From a precise job description, we can design a sourcing strategy, using keywords and Boolean searches. The ideal candidate might be everywhere, on job sites, social networks, online CVs, etc. Yet, some profiles are not online, hence the need to source all the environments where relevant profiles might be active rather than profiles alone. Once potential candidates are identified, then comes the time to get in touch with them to learn more about their background and interests. At this stage, the headhunter needs to develop a distinctive approach to seize candidates’ attention. That’s a particularly important step in a competitive market. In Luxembourg, talent attraction has become a national sport.
Recruit – Give a human touch to your approach
While sourcing focuses on selecting candidates, contacting potential profiles who could meet future needs is equally important. Paying attention to this phase will save you time later. Specifically during the recruitment phase when bringing together different stakeholders, including candidates’ future managers and colleagues, can take a lot of energy. The interview phase is a good opportunity to discuss the candidate’s background and motivations while explaining the role, the responsibilities, the environment, the corporate culture and the job conditions. It is also a suitable moment to identify the candidates’ qualities. At the end of this stage, the shortlisting takes place. Depending on the company, different actions can occur such as interviews, tests etc. Also, at a time when talent acquisition is challenging, it is important to take care of rejected candidates as well, as they might potentially fill a future vacancy.
Integrate – Connect new employees with corporate culture
When you’ve selected the ideal candidate, it is essential to build a proper onboarding plan. A new employee needs to get basic working tools, such as a desk, business cards, phone and PC so she/he can relate to the new working environment and feel welcomed. In some companies, new employees are individually introduced to other team members and have a dedicated welcome lunch. However, in many instances that’s where the onboarding efforts ends.
According to a study, published in the Academy of Management Journal, the first 90 days are crucial to make a new employee’s integration successful. Creating a strong link between the new employee and the company during this period has a direct impact on talent retention.
The goal of integration? Get to know other employees and understand the corporate culture. Successful onboarding process ensures new employees are positive about their jobs, more confident in their new roles and ultimately they will contribute to corporate culture.
Often, companies appoint a ‘buddy’, who’s usually a colleague, to help a new employee to integrate. However, conversations tend to focus on job missions and rarely on onboarding to the company itself. In addition, a buddy is often overwhelmed with her/his own projects.
Don’t repeat – Onboard your new employees to retain them
To underestimate the importance of integration is to take the chance of losing a talent within the first three months. In Luxembourg specifically, much of the talent pool is made up of expatriates. This peculiar situation generates both professional and living standard expectations and needs. Therefore, it is essential to ensure effective support. Undeniably, it requires both planning and time, but it’s way more effective than starting the recruitment process all over again. Let’s face the music, bad hires cost money and time to HR departments.