One of the most important factors within a company’s recruitment strategy is the idea of continuity. Continuity contributes greatly to candidate trust and also makes the administrative side easier too. There is no real reason for a business not to value continuity other than ignorance of its importance.
Let’s assume that you have a PSL (preferred supplier list) and you are farming out the task of tracking down the perfect candidate to multiple recruiters. That would be a very good guess as the majority of companies use this method, though not all have a PSL, electing to just contact recruiters at random whenever the need arises. Specialist recruitment partners are a pretty new concept so most have not even considered that as a possibility.
Now, nothing stops those multiple recruitment companies from contacting the same prospects at the same, or similar times, in order to attract them to the role. Having multiple recruiters working the same candidates is a failure of your recruitment processes. Firstly, those recruiters have wasted their time chasing the same person. Recruiters working on a no win, no fee basis only have so many hours they will spend on a job role before binning it off in favour of something that may offer a better chance of payment, and if they are contacting individuals who have already expressed interest or chosen not to go ahead with the opportunity, it can lead to a lack of both recruiters and candidates. Secondly, to that candidate, your organisation appear disorganised. There is no joined-up thinking going on, and if that is the case, why would they desire to work with you?
As the market for quality candidates heats up, one of the major factors in securing said candidate is speed. How fast can you find them, how fast can you screen them and how fast can you secure them? Having more recruiters on the case should by rights make the task quicker but that is rarely the case.
Responsive employers are worth their weight in gold and a few are working out that the way to overcome the stalling within their hiring is not solely to throw larger money offers at the candidates, but to rethink how they recruit.
If you were building a house, you would not use more than one architect at the same time or a few sets of builders, hoping that some how the plan would coalesce all by itself? In no other industry would this be classed as normality, yet within recruitment, it is. Perhaps, until now, no one has offered any alternative.
The frustration a candidate will feel being put forward for a role, only to find out they are not a good fit, and then to have it happen all over again, will sour them on your company. Multiple points of contact are where miscommunication happens and where alienation can occur. There is no excuse, in this day and age, for this to happen.
Exclusivity is a scary word for organisations looking for recruiters. This topic comes up again and again. A hiring manager may know they need to switch up the way they are doing something, for better results, but are not sure how. Wary of making it so that they have no back-up, they ignore the parts of their current strategy that are not working or that are causing headaches.
The added continuity that specialist recruitment partners bring to the table usually never crosses the mind of someone who is obsessed with recruiting fast. The false economy of destroying continuity is not an issue they wish to face. Yet face it they must.
The big question is: how far does it have to go, and how long does it have to go on, before the continuity issue is taken seriously? Next time you make soup in your kitchen, think about that old saying and decide whether you want to invite around a lot more cooks to try and get it done quicker, or if you are better off with just the one.
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