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Part -
VI
6. Frame the soft skill with some hard metrics.
Recruiting is often considered a soft skill in part because it has to do
with people and because there's art as well as science involved. With
budgets under scrutiny and the emphasis on return on investment,
recruiting needs to deliver a payback to the organization. Employ some
metrics to quantify your recruiting results, such as average cost per
hire (including only direct costs or including allocated indirect
costs), time to fill, time to start, the interview-to-offer ratio, the
interview-to-hire ratio, offer rate, and the yield on offers.
7. Forget PR. Focus on ideas, and convey your key messages.
PR has lost its allure as students are suspicious of company spin
doctoring. Rather than PR, position yourself against your competition by
developing and conveying key messages and ideas about your organization
and opportunities. What do you stand for? What are your values and your
culture? Who are the people who lead the organization and make up your
workforce? How do you make money? Why are you different, and why will
you succeed? Your total package - of words and actions - should
reinforce your key messages and communication strategy.
8. Create a feedback loop. Be relentless in your
pursuit of how you are doing, particularly how you can improve. Initiate
360-degree feedback on what is working, what is not, what your most
formidable competitors are doing, what your reputation is in the
marketplace, etc. Surveys, exit interviews, quick e-mails or phone calls
can be effective for candidates who you wanted to say yes, but said no;
new hires; school administrators/faculty; recruiting team members; and
hiring managers.
9. Be aware of best practices and worst mistakes. In
brief, this is a synthesis from working with hundreds of organizations
and recruiters over the years.
Best practices are: -
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Developing an integrated, multi-year plan
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