Continuing my recent theme down the road of business goals being achieved though the development, attraction and hiring of the best people. I want to offer a solutions map or framework to focus the attention on how you might avoid a key failure factor in any talent acquisition strategy. Your relationship with every Career or Talent Consumer, or in other words your market sector talent pools. Because, if it is not taken seriously enough or actioned effectively enough and you do not provide every single consumer with a positive experience each time they interact with you or your Employer Branding, this will negatively impact on your overall Employer Brand Value and your recruiting goals .
Sitting inside your broader Talent Acquisition Strategy Ring is the need to build actual delivery workflows in relation to the goals and actions to be undertaken. These workflows or process steps relate to the interaction and communication you must have with multiple talent groups or you might call them, talent pools or communities. Common to all communities are each person’s status at each fixed point in time you interact with them. The actions they take define what status they are in, when you connect with them.
First let me confirm what I view as the makeup of a Talent Community. This is every single possible person who has the potential be hired by an organisation to a specific role or functional area. This includes everyone externally and everyone internally. Now in this community each person has a primary status and some have sibling or sub status. Talent is Active and Looking for a new career or Passive and inactive in looking for a career change. They are either personally taking actions or not taking actions. What they can all be seen as; AT ALL TIMES, no matter the status; THEY ARE ALWAYS “Talent or Career Consumers”. From my old recruitment training, we were always told the 80/20 rule, with 20% of any total talent being actively looking and 80% inactive or the untapped market.
For you to deliver against your Talent Acquisition targets (the Yin or Yang as I have mentioned), your map must see every person who might offer value to your business goals, now or in the future or indirectly as Talent Consumers and the things they consume are career opportunities, brand association, functional knowledge or personal development knowledge and industry news/developments. No matter what their status (above) your entire target Talent Communities will consume part or all of this information and interact with it accordingly and ongoing at different levels throughout there working careers.
Candidate Relationship Management Map
If you want this as a PDF, you can download it here.
The task of building a successful Talent Acquisition strategy is greatly hampered if you do not manage the relationships with your Talent Communities during every interaction, under every circumstance you have them. What is needed to give you every opportunity to be successful in this task is a strong / measurable Candidate Relationship Management Strategy that delivers clearly defined processes/workflows built on an infrastructure (technology/tool) designed to work with the communication and user styles of your target talent consumer audience.
Just look at the product or service consumer markets, the investment spent, the goals of one to one marketing and the depth of analysis and constant reworking of the messaging as a result. Like I said before, if people are a company’s most important asset then aren’t the talent communities they come from and the career consumers within them as equally important as the consumers who buy your stuff or uese your service?. Have a great weekend.