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Archives for February 2020

Writing partnership into the basic recruiting sourcer job description

Writing partnership into the basic recruiting sourcer job description

Content Team

A typical recruiting sourcer job description will include many things: who you’re accountable to, what you’ll be doing on a day-to-day basis, etc. But what the recruiting sourcer job description often lacks, is a vision of the strategic mark a great sourcer can make.

Commonly, the corporate environment fails to define and support the long-term professional development of talent sourcers. The business implications of this are significant. It’s one thing not to provide career development to talent sourcers. It’s another thing altogether for organisations not to fully exploit the industry knowledge of recruiting sourcers.

The problem is, if you simply regard your talent sourcers as a business support service, and if you fail to guide them along a career progression journey, you risk missing out on the key market insights that can emerge when sourcers become strategic business partners.

Sourcing archetypes graphic

Sourcing archetypes often exist in hiring teams. Generalists are generally pragmatic in their approach. They can act as a team lead, mentor, and pipeline starter. They excel at adapting to diverse sourcing environments. Specialists are focused on market knowledge. They excel at partnering up with the business and tend to be employer branding advocates. Sourcing machines are focused on efficiency. 

They’re the best-practice setters, often the most-trusted tools person. Fixers focus on process, data, and predictions. They act as a crisis manager, able to solve problems and manage projects. Source: Ondrej Prochazka at the Hudson RPO masterclass, HRD Summit UK.

See how the recruiting sourcer delivers business value

Of course, top recruiting sourcers are experts at finding passive talent and niche candidates, often for hard-to-fill roles. They do this by combining native language skills with cutting-edge search technology.

But, if you dig further, you’ll discover that this set of skills has the potential to uncover macro-level insights powerful enough to shape and shift entire business strategies.

Let’s explain how this is possible, starting with candidate-mapping. The ability to combine native-language search techniques with leading search technology allows sourcers to map candidate pools in different markets.

By creating long-term talent pipelines, rich with both active and passive talent, sourcers can identify exceptional candidates who may otherwise remain off the radar.

The skilled use of big data technology also allows them to understand and articulate how candidates and competitors operate across markets.

Hudson RPO SOSUEU event
Our recruiting sourcers share market knowledge, learned on the job and at global conferences, with senior business stakeholders.

From recruiting sourcer to strategic business partner

Troves of market insights can be highly influential when it comes to designing corporate strategies around new markets and offerings, and equally, where and when to scale back.

But how can you discover them, let alone fully exploit them, if your recruiting sourcers are not progressively developed into business partners?

From the dozens of recruiting sourcers who have joined our business, we often hear that the industry tends not to enable a clear career development path for recruiting sourcers.

Ondrej Prochazka, talent sourcer and alum of Hudson RPO, recently addressed this issue during the Hudson RPO masterclass at HRD Summit UK. In this clip, he talks about how a lack of development permeates the industry:

Watch this short video to see Ondrej presenting at HRD Summit UK, during the Hudson RPO masterclass.

Imagine if we could flip the perception that career progression doesn’t exist within the talent sourcing community. The good news is — with the right training, support, and investment — we can.

Explore the potential career transformation, both in terms of technical capability and stakeholder engagement, in this talent sourcer graphic shared by Ondrej:

HRD Masterclass sourcer slide

Practical career development for recruiting sourcers

In its flagship Centre of Excellence (CoE), Hudson RPO is actively transforming career development expectations within the sourcing industry.

Career development stages are identified for all new starters who work within sourcing, recruitment, and administration. These are shared during the new joiner’s induction session.

Every six months, colleagues within the CoE review their development goals and measure their performance, often stepping into the next development stage.

Download our recruiting sourcer job description example

You can see how sourcing careers develop at the CoE by downloading our CoE Recruitment Researcher role profile.

In that example, you’ll see how the different stages of skills development are clearly identified. The role focuses on talent sourcing development; successful candidates collaborate with onsite recruiters and offsite recruitment specialists.

Experienced recruitment researchers can offer strategic value to organisations, thanks to a range of skills in:

  • Talent market analysis
  • Talent pooling
  • Sourcing
  • Screening
  • Longlisting
  • Shortlisting

From researcher to onsite recruiter and team lead, our colleagues can look forward to transparent professional development and progression. This is made clear in our recruitment-focused job descriptions, inductions, and ongoing training and support. We believe in this model, and recommend it to clients.

“Across the industry, a lack of transparent, long-term career development often permeates many stages of a talent sourcer’s career,” says George McRobbie, Service Delivery Director (EMEA) at the CoE.

“We seek to redefine that experience by providing structured career development at the CoE. As a result, our individual talent specialists are benefiting from tailored career development.”

George McRobbie at computer
George McRobbie helps shape the recruiting sourcer career path at Hudson RPO

George continued: “We are proud to help train some of the industry’s most respected recruiting sourcers, including people like Ondrej, who has gone on to further his career in technical sourcing at Facebook, while also becoming a highly sought-after speaker in the sourcing industry.”

In the graphic below, check out the four stages of talent sourcing career development, as shared by Ondrej during the Hudson RPO masterclass at HRD Summit UK.

HRD Masterclass slide

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

Related articles

Employer brand: creating and capturing unique content

Employer brand: creating and capturing unique content

Kathi May

Suzanne Chadwick, Director of Employer Brand (APAC) discusses how to create content that matters.

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Employer brand: creating and capturing unique content

I speak with a lot of organisations and leaders about content strategies and purpose and something I see on regular basis is what I would call missed opportunities. There are leaders doing amazing things, there are organisations supporting great causes, there are people in the organisation making a difference, there is real change happening and all of it might be your best kept secret.

We work with global organisations where we’ve developed their brand messaging and then just through random, casual conversations I find out about amazing international exchange programs, kids holiday programs, extraordinary benefits for employees, leaders who go to world class events but no one is talking about it.

I think the big issue is that a lot of times when people have been in organisations for a long time they take things for granted. Some organisations have a lot to shout about but they don’t realise that it’s different or extraordinary because they are so used it to.  It’s their norm.  It’s how it’s always been so they don’t think twice about the fact that a lot of their competitors potentially don’t have the same things available.

I think that’s why having an external consultant come into the business is sometimes a real eye opener because we see it all and we know what goods looks like. We can also pull out the interesting, engaging and exciting stories that you don’t always recognise.  We can craft messages that are everyday language for you but that could be great as a headline, article, video or content.

Content matters today. That’s what we’re all consuming every minute of every day. This video is content and it’s sharing how you can do things that have an impact and that matter. So you need to really look at what content your organisation is creating because if you’re not sharing fresh insights, stories and benefits you’re really missing an opportunity.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

Related articles

Employer brand: developing a strategy for external and internal audiences

Employer brand: developing a strategy for external and internal audiences

Kathi May

Suzanne Chadwick, Director of Employer Brand (APAC) discusses the four key audiences your employer brand needs to engage.

Employer brand: developing a strategy for external and internal audiences

Ideally your employer brand strategy needs to be an octopus.  It needs to be able to touch multiple target audiences and do a range of different things.

Your employer brand strategy and message externally needs to attract passive talent through the content you share, the positioning of your leaders, the employee stories you tell as well as focusing on information that top talent in specific role families or industries want to know more about.

By doing that you can raise the brand awareness of your organisation which then spikes the interest of people who may not have known about you before or might not have considered your organisation as a potential employer.

It also needs to secure the active candidate who is out in the market looking at a number of options.  The messages around leadership, opportunities, future vision are critical for these candidates but what can be the deal maker or breaker for an active candidate is the recruitment experience.  You’re literally up against your competitors with how you manage the recruitment process, the message they hear from the minute they engage with your organisation through to hiring manger interviews and then potential offer.  Your employer brand message has to be consistent and compelling throughout the process or you’ll lose their trust.

Internally you have different audiences as well.  You have those who are highly engaged and they want to be part of the message and brand ambassadors.  These could be your high performers, people who love what they do and they’re in for the long haul – so you need to keep them engaged.

Then the 2nd internal audience are people who aren’t engaged.  You either need to remind them of all the great things the organisation can do for them or share more around where the organisation is going and how they can be part of that journey.  It is possible to turn disengaged employees into engaged employees with the right strategies.  Forbes recently put the cost a disengaged employee at around $30k, so looking at how the organisation can make real change is always going to be worthwhile.

So when you’re looking at your employer brand strategy and recruitment marketing, segmenting your messages and really understanding who you’re talking to, what their drivers are and what’s important to them is what matters.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

Related articles

Employer brand ambassadors: empower the team to share their best stories

Employer brand ambassadors: empower the team to share their best stories

Kathi May

Suzanne Chadwick, Director of Employer Brand (APAC), discusses brand ambassadors, your most undervalued employer brand resource.

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Employer brand ambassadors: empower the team to share their best stories

Let’s talk Employer Brand Ambassadors. 

Whenever we do a strategy with a client this is one of the key things we look at.  It’s like anything – before we buy we look for real reviews by real people and a job is no different.  We all know that the career site and website will give us the formal information we’re looking for about the company but having stories from employees is where the impact is.

It’s not – I love working for this business type statements, it the real stories like “I’ve been in the organisation for 10 years.  I started as an onsite manager, managed large teams and then did a job swap that was facilitated by my manager who genuinely cared that I was happy and challenged in my role. Getting to work with global brands, have flexible working, work from home with colleagues and clients that span Australia, Asia, the US and UK is amazing and I can honestly say that it’s been an amazing ride and I have an incredible leadership team that supports me not just as a professional but as a person with ambition a mum, wife, creative being.  That’s what makes the organisation I work for different.”

Those are the stories you want.  The real stories of people who have experienced great leadership, great opportunities, supportive colleagues and managers. Those are the things that make the difference, because we’re not just looking for more money now – we’re looking for values alignment, great leadership, supportive work environments, flexible working so we can be with our families and more.  I always say to our client – make your employees the heroes of your stories and that will be more powerful that a styled marketing campaign!

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

Related articles

Building the brands of leaders to help inspire candidates

Building the brands of leaders to help inspire candidates

Kathi May

Suzanne Chadwick, Director of Employer Brand (APAC), in a discussion of building your leader’s personal brands as an Employer Branding strategy.

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Building the brands of leaders to help inspire candidates

Personal Brands have been around for a long time but it’s different now. People are looking for leadership in organisations and it can be a deciding factor for high calibre talent when it comes to who they’ll be working for and reporting to. People want forward thinking and they’re looking for different.

If you have exceptional people in your organisation who do things differently, who think differently, who have great relationships with clients and employees and really embody your organisations values then now is the time to build their personal brands both within the organisation and outside of it.

When you’re looking at roles and industries like technology, AI, strategy, innovation and development people want to work with leaders in the field.  So it’s so important for organisations to recognise the talents of their leaders and not just take it for granted because it could be a really strong asset to not only your organisation but to your attraction and employer brand strategy.

So identify your key leaders, understand what their key strengths are and what insights they can bring to the table is really worthwhile. Where do they think the market is going in their area of expertise, how can they be positioned as a leader in their field more, then start to build content around them.

Think about video content, articles on LinkedIn, having them speak at industry events or contribute to white papers on specific topics you’re wanting to build your brand around.  Highlight their impact in your business, their values which obviously align with the organisations values and help them stand out.

If you have leaders that others want to follow or work with then you’re already a step ahead of your competitors.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

Related articles

5 tips for a good candidate experience

5 tips for a good candidate experience

Kathi May

Suzanne Chadwick, Director of Employer Brand (APAC), discusses Employer Branding: 5 Key things to focus on right now!

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5 tips for a good candidate experience

If you’re looking to really make sure that you’re creating a great candidate experience online, there are some basic things you can review.

  1. Your career site has to be mobile optimised. Now some people may roll their eyes at that because it’s been around for so long, but I’ve been on so many corporate career sites that aren’t mobile responsive, which means it’s a terrible candidate and user experience and it makes me think straight away that the organisation isn’t keep with the times when it comes to business, technology and potentially how the organisation runs. Which leads me to number 2
  2. Make sure someone in the recruitment team actually goes through the candidate experience on a mobile device and navigates around. Does it look good? Is it easy to use? Can I apply quickly and easily and see all current roles or do I have to jump through hoops and it takes me an hour – because you know I’m going to click away if that’s the case – ease of use is one of the most important things. Make it hard for potential candidates and they’re to looking for your competitors.
  3. Number 3 – is there multi content collateral on your career site? Am I faced with a wall of text or is it interesting. Does it make me want to scroll around and find out more? Is there great copy that is engaging? Images of your people? Videos? Etc – don’t tell me your forward thinking or innovative then give me a really poor user experience. Time on page or site can be a good indication if your content is engaging or not.
  4. Am I able to hear from people who work in your organisation or are the testimonials and videos 5 years old? Make sure you’re keeping your content fresh, up to date and keep it relevant.
  5. Is it clear who the leaders are, what their vision is and what the opportunity for me is if I come and work in your organisation?

Candidates don’t have the patience or time to work things out, and if the experience you’re creating online isn’t easy, accessible and up to date then you’re missing out on top talent who know what good looks like.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

Related articles

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