By integrating your recruitment and sourcing strategies, you are undervaluing the benefits of having a sound and cohesive sourcing strategy. So, rather than viewing the two as one process, you should view sourcing as the key to a streamlined subsequent recruitment process. Not only does having a separate sourcing plan set the tone for process-oriented recruitment, but it can also help you reduce your time to hire, connect with passive candidates, and elevate your ability to recruit for hard-to-fill positions. The following benefits just scrape the surface of the importance of having a designated sourcing strategy.
Benefits of separating recruitment and sourcing functions
Optimisation. Think of the recruitment process as an assembly line where talent moves systemically through the process. While this may look slightly different for each position, there is a degree of consistency and repetitiveness needed to carry out a data-driven recruitment process. So, when it comes to systematically moving a passive candidate to a new position, breaking down and analysing each stage of the process is critical. Having a detail-oriented, yet collaborative approach to recruitment allows you to work cohesively in small, yet specialised teams. Working in smaller units enables an agile process that is open to iteration and fine-tuning, ultimately allowing each function to be optimised in its own right. With optimisation comes a more effective and efficient process that can cut costs, reduce time-to-hire, and can better match the right people with the right position.
Better Candidates. Considering that often the best candidates are passive ones, identifying the right candidates with that right opportunity means that you should look beyond the candidates applying directly to your job listing. Not to say that these active candidates aren’t qualified - but a proactive and engaging sourcing strategy also targets passive candidates and ultimately lessens your reliance on active candidates. Reaching out to passive candidates is quite the undertaking, and doing it correctly often means having designated sourcer that can sift through and separate qualified and no-so-qualified candidates. Not only can this sourcer push the best candidates through to later stages of the recruitment process, but they can also begin nurturing the candidate experience from the very first point of contact. Given the pertinent roles that the candidate experience and candidate passivity play in recruitment, having a designated sourcer is entirely necessary when it comes to mastering and assessing the fit between candidate and organisation.
Specialised Skill Set. As with any position, there is a natural tradeoff between workload and specialisation. While being a jack of all trades is ideal in some cases, it is best to have employees with specialised skill sets when it comes to recruitment. Additionally, having a resource center dedicated to matching organisational needs to candidate experience early on in the process makes the recruiter’s functions more efficient. When collaboration is high and hiring needs are well understood, a sourcer can act as a critical foundation for finding better candidates.
With an ongoing benefit list, implementing a sourcing strategy seems like a no brainer. But actually building and implementing a strategy that helps you reap the benefits of a sourcing strategy may be easier said than done. If you need help building yours, set up a quick chat with one of our consultants to see how we can assist you or download our free Ultimate Guide to learn more about creating a sourcing strategy.