Sourcing: What It Was, What It Is, What It Could Be (Part 2 of 3)

By Bryan Chaney

Last time, we stepped in the way-back machine to look at what sourcing used to be.

Surprisingly, people got very sentimental over their dusty binders full of candidate prospects.
As someone who keeps stacks of paper - and not very well organized - I can honestly thank my lucky wildcard asterisks for the internet.

Sourcing has changed in three evolutionary ways, according to my perspective. It’s the technology that supports the sourcing activity, the architecture of the teams that tackle the research, and the tactics that today’s sourcers have learned to leverage.

Source - http://en.wikipedia.org/wiki/Tool

Tools

There’s a bevy of sourcing tools out there. Sourcing automation tools are intended for finding larger volumes of candidate prospects. They can take many forms and data sources, including:

- Resume database access from job boards, both general and niche

- Manual and automated search from major search engines like Google, Bing, Yahoo

- Custom career search engines like Indeed, SimplyHired and Beyond

- Sourcing aggregators like InfoGist, Broadlook Diver, TalentHook and SourcePoint

Sourcing augmentation tools are about finding those “purple unicorns” or the hard-to-source prospects. The majority of these individuals are passive and have limited information online.

Most of these take advantage of social conversation data, based on influencers, keywords and semantic search.

- Social sourcing platforms like Entelo, Diver, Gild, TalentBin, Rolepoint and OpenWeb

- Alternate search engines like blekko, blinkx, DuckDuckGo, sperse, socialmention

- Twitter Search, Facebook Graph Search, Google+ or FindPeopleOnPlus

- GitHub, StackOverflow, Reddit, the list goes on…

Teams

“Sourcing is typically part of the recruiting function performed by the HR professional, but it may also be conducted by managers within the company.”

  

Full Life-cycle Recruiters

Long-been the champions of the corporate world, the full-desk recruiter manages everything from the approval of the requisition to the job description, the sourcing, screening and assessment, all the way through interview and offer. Taking on every stage of the process means that the recruiter is the admin, brand ambassador, talent advisor, quality control and master negotiator, all in one. Which also means that he or she can realistically only handle so many reqs. The process of sourcing leads typically (but not always) takes a backseat to filtering through existing applicants.

Sourcing Plate-spinners

I’m talking about individuals that serve in a corporate or agency environment supporting a recruiter, or more likely, a team of recruiters. Having spent some time in the RPO world at the start of my career, I understand this model intimately. It wasn’t the most common method at the time, but has gained popularity. By separating responsibilities, you’re able to focus and refine your skills on one aspect of candidate generation: the research. You’re also able to work more closely with each recruiter and hiring manager (depending on the client relationship) to understand the job requirements.

Sourcing Teams

Separating what I call the upstream activities - research, first contact, pipelining and engagement - the sourcing function becomes the new face of the recruiting team. The de facto employment brand ambassadors in a system that understands the value of sourcing. Most teams are divided by internal business function or simply by geography, which allows deep understanding and a network of knowledge about a company’s hiring needs. After the prospect applies in the applicant tracking system, it’s up to the recruiting team, which now serves as more of an assessment and account manager function for the hiring managers.

The hiring managers also do their fair share of sourcing, because they have industry contacts and established networks to give the talent acquisition team a head start.

Tactics

“Sourcing can identify either candidates who are not actively looking for job opportunities (passive job seekers) or candidates who are actively searching for jobs (active job seekers).”

Sourcing passive job seekers can include direct calls to businesses that employ individuals who match the key requirements of the position. Some people call it rusing, others just call it telephone sourcing. It can also be accomplished through networking with various business-related groups.

Both passive and active job seekers can be located by sourcing job boards, social media sites, corporate alumni associations and through all types of networking. After all, a resume that’s three years old in a job board database, may lead you to someone who’s no longer looking and thus no longer source-able on a career or job site. There’s gold in them there databases.

Another powerful tactic that’s gaining momentum is community engagement, or leveraging inbound marketing strategies to start recruiting conversations. By taking a holistic view of a candidate profile or persona, you can curate shareable content that’s keyword-engineered to attract talent. Using a free service like Google Trends, you can see what others are reading online and searching for by related terms. (Side note: Who knew actuaries like to play Sudoku?)

Becoming a reliable source of information, you gain both of the key ingredients to unlocking employment commerce: 1) trust and 2) relevance.

Next up, Sourcing: What It Could Be

About Bryan Chaney: Bryan Chaney is a Talent Branding and Attraction Strategist. He most recently led employment branding and social media for corporate recruitment at Aon. Previously, he developed the recruitment marketing arm of a Texas based RPO provider that serves SMB and Fortune clients. He serves on the board of Social Media Breakfast in Austin and founded careerconnects.org, a community event platform, to gather niche recruiting and HR professionals with candidates to share career strategies. The Huffington Post recently named him one of the Top 100 Most Social HR Experts on Twitter. Connect with Bryan for consulting and speaking availability at Bryan Chaney.

Video Job Descriptions Can Improve Your Quality of Hire

By Jessica Miller-Merrell 

Video job descriptions are short 30 to 60 second videos of the hiring manager or recruiter using video sharing the key points, skills and responsibilities for a job opening. 

Best practices for video job descriptions include:

Keep it short: Just like a written job description, if it’s too long candidates will get bored quickly missing important details. When recording a job description make sure to keep the video between our recommended 30 to 60 second time frame for optimal results.

Use good lighting :  One of the easiest ways a recruiter can ruin a video job description is poor lighting and an unprofessional setting. Remember, you have 30-60 to sell someone not only on the job position, but your culture. Use everything in your toolbox to your advantage.

Get to the point: The problem with most recruiters is you want to fit everything possible into a video to get the most that you start rambling and forget to highlight the most important parts of the job. Cut out the small talk and highlight everything that’s important.

Video has already proven to increase the number of applications for job openings by 34%, but will that result in a more qualified candidate? I say yes.

With TalentCircles you’re able to record a video presentation of the job on the fly within TalentCircles (no need to upload) and attach this video to a job both within TalentCircles and outside TalentCircles. By doing so, you can attach a question (video, text, multi-choice with one or many answers) checking if the candidate feels qualified or how the candidate feels he/she fits the requirements. As a result, you can easily monitor how many people considered this job opening both within or outside your network and use the job description as a real filter.

Video job descriptions provide key benefits:

• It a new way to digest old content, your written job description.
• It offers a human touch to your company.
• It enables a candidate with an opportunity to self-select either in or out of the candidate application process
• If you add one or two simple questions, it enables you to build a qualified pool of job opening prospects. 

Why the Candidate Experience is a Life or Death Matter for Your Prospective Employee

By Jessica Miller-Merrell

The recession of 2008 took its toll on nearly everyone including my own family. My husband was laid off from his consulting IT job just two weeks before the birth of our daughter, Ryleigh. Confidence shaken but not shattered, I watched him smile and dial calling recruiters, contacts and prospects looking for his next consulting project. He searched tirelessly, effortlessly and without fail for ten long months. It was one of the most stressful and hard times of our lives. It’s not something I ever want to relive ever again.

For those individuals who are in the job search whether it’s by choice or forced through reduction in force or being laid off, it’s a critical time not only for one person but likely an entire family. The candidate experience puts recruiters and companies who are hiring in the shoes of the job seeker providing resources, information and making the candidate comfortable even when they aren’t your number one prospect for the job.

We don’t know the life situation of those job seekers who are applying for an opportunity to work for our company. That’s why making a positive candidate experience is critical not only for the job seeker but can make a huge impact a candidate’s impression of that same company. Without treating each candidate with the same type of attention and respect recruiters can potentially create an unfair bias that’ll discredit their hiring abilities.

The candidate experience is a life or death matter for your prospective employee because without it there is no loyalty to your company. As recruiters attempt to recruit only the brightest in a competitive job market, wooing a candidate can only happen successfully if they have a good experience during the hiring process. Delayed responses, lack of information, or unattractive career portals are guaranteed ways to disengage the candidate. Hitting on specific touch points in the candidate experience cycle will allow human resource professionals to effectively recruit with a successful employer brand.

One of the most important things that Human Resources departments can emphasis is how their employer brand is perceived throughout the entire candidate experience process. Without evaluating and setting proper expectations for each candidate that passes through your candidate funnel, not only will your company suffer missed opportunities in recruiting the best, but might suffer a loss in brand loyalty on the sales side of your business. Recruiting is no longer just about finding the perfect candidate, but the journey you take in getting there.

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s an author who writes at Blogging4Jobs. You can follow her on Twitter @blogging4jobs. 

Photo Credit. 

Sourcing: What It Was, What It Is, What It Could Be (Part 1 of 3)

By Bryan Chaney

The line between sourcing and recruiting has become increasingly blurred. Where does one process stop and the other begin? I’ve worked for organizations that have separated the function into completely different teams. The line was the point of application. Everything before it belonged to the sourcers. Everything after, the recruiters owned. But more and more recruiters are being tasked with candidate research.

With the adoption of social recruiting and its brand exposure, the impact of sourcing on talent acquisition has been thrust into the spotlight. And to understand where we’re going, we need to understand our past.

First, we’ll hop in the way-back machine, to look at the “old school” version of sourcing and candidate research. Since I’ve only been in the recruiting field for 9 years, I didn‘t experience the “big binders full of candidates” era.

 Let’s take SHRM’s definition of talent sourcing as a starting point: “Sourcing is the proactive searching for qualified job candidates for current or planned open positions.”

I‘ve always associated sourcing with lead generation. It’s prospecting for companies and/or people that fit targeted qualifications. In the world of sales, it would be companies with specific products, or a particular number of employees. Many times but not always, with operations in targeted geographies. The sales person had to manage the process from start to finish. Very similar to sales, the recruiter would manage the entire process, or full life-cycle recruiting.

Within the last few years, market and business development roles have separated from the typical sales role. It’s the difference between inbound and outbound sales calls, and takes a very different approach as well as alternate personality characteristics of the people doing the work. Some call it the separation between hunting and farming tactics, because it takes more curiosity and initiative to stalk your “prey.” I’m sure we’re all comfortable with that analogy like we‘re comfy with a restraining order.

Source : http://tiptopmarketer.com/setting-up-a-profitable-sales-funnel-part-1-of-2/

Previously, lead generation or lead sourcing job titles were listed as “Inside Sales” or something similar, because these people were rarely, if ever seen face-to-face by the company’s prospects and clients. Cue the stereotype of sourcers as low-level recruiters.

As the spread of information and contact details increased and sales cycles got more complex, the need for a specialized business development approach was needed. Binders and Rolodex spinners gave way to Excel spreadsheets, which gave way to corporate databases. Ultimately, the data found its way into more user-friendly CRMs or Customer Relationship Management systems. The same is true of the divergence between recruiting and sourcing.

“It is not the reactive function of reviewing resumes and applications sent to the company in response to a job posting or pre-screening candidates.”

A recruiter’s job used to be the management of inbound candidates. Whether it was office or retail foot traffic, mailed resumes, or (gasp) faxed resumes and cover letters. The reason?  Research was easier. Job requirements were simpler. Personalities were very different for successful sourcing than they were for engagement and assessment.

Then we got fancy. Our targets got more refined and niche candidate generation started becoming the name of the game. Researchers scoured printed lists and telephone directories, looking for the right contacts to hand over, for the recruiters to contact.

“The goal of sourcing is to collect relevant data about qualified candidates, such as names, titles and job responsibilities.”

Hello, internet.

Over the last 20 years, we’ve been inundated with sources of online information. At first it was simple to search, but with burgeoning data, comes the need for more complex searching skills. More sophisticated search skills, means a more sophisticated sourcer.

Next up, part 2. Sourcing: What It Is

About Bryan Chaney: Bryan Chaney is a Talent Branding and Attraction Strategist. He most recently led employment branding and social media for corporate recruitment at Aon. Previously, he developed the recruitment marketing arm of a Texas based RPO provider that serves SMB and Fortune clients. He serves on the board of Social Media Breakfast in Austin and founded careerconnects.org, a community event platform, to gather niche recruiting and HR professionals with candidates to share career strategies. The Huffington Post recently named him one of the Top 100 Most Social HR Experts on Twitter. Connect with Bryan for consulting and speaking availability at Bryan Chaney.

How to Create a Convincing Brand Part 3 of 3

By Jessica Miller-Merrell

In the final part of our How to Create a Convincing Brand series we take a look at improving the candidate experience one step further. The goal is to drive the conversation to a company owned platform where prospective candidates can fully experience the candidate and employer relationship using multiple mediums and technology like video, branding, relationships and surveys in one place.

Talent communities have traditionally been referred to as ‘talent pools’ or 'talent pipelines’ or talent network. As businesses become more social it’s important to first create a relationship with a qualified talent pool. In order to become a more socially friendly business, your company needs to invest in a talent network.

Talent communities are not only helpful to the recruiter, but it allows a candidate to feel a sense of belonging, which is what convinces your candidates that you have a convincing brand. If a candidate has a place to go after applying for a job, it’ll allow them to feel included in the organization’s overall recruiting process.

Creating this sense of belonging even before a candidate focuses on a specific a job will make her want to keep track of future opportunities. Without the network job candidates will apply for a job and never visit your website again, especially if they never receive any notice about the status of their application.

As we discussed earlier in the week, one of the major steps in creating a successful employer brand is hitting on necessary touch points. Essentially what Talent Communities help recruiters accomplish is staying active and engaged with recruiters while enabling recruiters to provide relevant information. In order to create a convincing brand companies must provide a method for candidates to engage with recruiters and HR professionals, build consistent brand messages through multiple platforms, and hit on specific touch points that allow candidates to feel apart of the process.

In the end, a "convincing brand" is a brand that a candidate can feel related to and internalize. Your success is predicated on your ability to engage with candidates as human beings.

If you’ve missed part one and part two, you can follow up with them here:

How to Create a Convincing Brand Part 1 of 3
How to Create a Convincing Brand Part 2 of 3

Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s an author who writes at Blogging4Jobs. You can follow her on Twitter @blogging4jobs. 

Photo Credit.