Online Recruitment: A New World: Part 3


This post is an overview of Part 3: The Implementation, Chapters 9 to 11 from Online Recruitment: A New World. As we continue to highlight the depth and breadth of online recruitment. It would be great to hear your comments and if you’d like me to write a post about any particular area in more depth let me know.

Chapter 9 Enable and Implement
“I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do.” Leonardo da Vinci

The first step, and often the most difficult one, is to enable an initiative by acquiring buy-in. The research undertaken showed that those who didn’t have the internal capabilities in terms of resource, key stakeholder buy-in and technical infrastructure, were unable to deliver effective and cost efficient e-recruitment initiatives. This chapter discusses fiscal validation, documentation, resource allocation and technical solutions as key to successful implementation.

Chapter 10 M-Recruiting
“Three objects were considered essential across all participants, cultures and genders: keys, money and mobile phone.” Jan Chipchase, Nokia

Mobile recruiting or m-recruiting is now a key trend. As with m-commerce, the development of better networks, hardware and software being developed results in a dramatic shift in people using their mobile phones for search, shopping and job hunting. In today’s candidate-driven market the recruiter needs to seek out the candidate and the mobile phone is a worthy place to start. Mobile phones have been with us for a long time and in the last ten years have already, albeit subtly, made an impact on the world of recruitment. The mobile phone has allowed potential candidates to have recruitment-based discussions without the constraints of speaking in an open office on a work landline. Many companies have also closely integrated SMS messages into their workflow as reminders for interview times or more generic keeping in touch information once one-to-one communication has been established.

Chapter 11 The Private Talent Network
“The real source of wealth and capital in this new era is not material things…it is the human mind, the human spirit, the human imagination, and our faith in the future” Steve Forbes

This chapter looks at an e-recruitment business model that provides a framework for recruiters to build from. However as we have seen it isn’t always that simple. The biggest challenge faced by e-recruiters is how to achieve buy-in from internal stakeholders to not only get the investment required but also the resources and support required to realise their e-recruitment dream. The difficulty here is that it is a chicken and egg scenario. How can you prove fiscal value of an activity if you haven’t done it before? And how do you quantify the value in delivering a positive candidate experience? To answer these questions we need to revisit network theories.

While network theories describe what is happening in a network, they don’t quantify it. Business network models, such as private industrial networks and value chain integration models do help to provide a framework to support management, but they are still too general to support e-recruitment.

The first step is to incorporate the positive candidate experience into the model. As discussed in Part 1, the positive candidate experience is an integrated relationship-based approach which involves understanding the websites the candidate is on, whether they are passive or proactive and what their role in the network is. Alongside these elements is the influence of whether a company can deliver a positive candidate experience in order to realise cost benefits and attract quality talent. Addressing the following, as part of the model is necessary to ensure a holistic approach is adopted:

• Fit for purpose corporate careers site
• Targeting capabilities linked to understanding the e-recruitment network
• Employer branding
• Resource availability, capability and role of internal education.

The second is being able to provide a model that quantifies activity and demonstrates the value in the network and isn’t just an explanation of the network itself.
[The book goes onto present this solution defined and termed Private Talent Network©]

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