SIX STEP RESOURCING STRATEGY

Enabling the business to recruit the right people as quickly as possible is where the HR function can really add the most value to bottom line performance. I’ve worked with some great recruitment managers in my time, led a few functions, had some great successes and had a few tough lessons along the way. If you’re in the process of building a Resourcing Strategy my Top 6 Tips would be:
 
1. Have a Workforce Plan
 
Imagine if you never had a vacancy again. This may seem far-fetched but I think you can get pretty close by having a thorough Workforce Plan which considers the type of workforce you need for the future, the volume of people you need and where they are based, what skills they’ll have and where you can get them from. If you build in a proactive approach to recruitment where you plan for the future and know what roles you needed and when, you would be able to build pro-active talent pools and reduce the need for in the moment, requisition-led recruitment, which would in turn limit the amount of vacancies you have.
 
A key part of the Workforce Plan is to have a detailed view of Succession. You can also use the succession process to scenario plan (who’s likely to leave), future-proof your business, plan development, keep an eye on talented individuals and identify internal and external replacements – succession doesn’t just have to be internal, you can keep external talent warm too. In my view part one of a resourcing strategy is to minimise vacancies. Workforce Planning is the best way to do this.
 
2. Know and communicate what you’re about.
 
I’m not a fan of HR jargon but in the trade this would be referred to as a strong Employer Value Proposition. In essence this means being really clear on what you stand for as an employer and what the prospective employee will get in return for working from you – for example fast career progression, high pay, long hours or strong values, flexibility, a great environment. It is important that this is reflected in all your recruitment literature and job adverts. A strong and accurate proposition will help you attract the right people to your business.
 
3. Be clear on the type of person you’re looking for.
 
In order to attract the right people, you’ve first got to be clear on the type of person you’re looking for. This means knowing the skills, qualifications, experience you need to be a success in the role and combine this with the values the person needs to work effectively in your business.
 
4. Advertise your roles in the right place.
 
It seems pretty simple when you think about it. I’ve done a lot of work with some great marketing people recently who have helped me to identify the right channels and right places to advertise based on where the people I’m trying to attract look for jobs. For example if I’m trying to attract people out of the city then I’ll advertise on the London tube, if I’m trying to attract rural people I’ll look at Farmer’s Weekly, if it’s HR people then the CIPD etc. If you’re using a recruitment partner/agent, then it’s critical that you pick the right one. One that shares your values and can represent your role and brand as well as you can. The partner you choose says a lot about you to your prospective future employee. It’s about more than just price.
 
5. Stay in touch with second place.
 
I saw a great blog the other day who used this phrase and thought it was fantastic. It is about making sure you keep in touch with the good quality, unsuccessful applicants for roles in your business. This is a great way to keep a warm pool of high quality people interested in your business who want to work for you. They might not have been successful this time but they could be great for future positions. Staying in touch could also help you build an external talent pool so you’re not always starting your recruitment search from a standing start.
 
6. Have robust selection methods.
 
Build a selection process and method for assessing candidates that reflects and effectively tests the skills applicants will need to be a success in the role. Don’t just rely on an interview which can be subjective – build a recruitment assessment process that tests on the job aptitude through practical assessments, numerical, verbal and psychometric assessments and use referencing from previous roles. If you’re relying on interviews then use competency based interviewing to draw out real examples of when they’ve had success before.
 
There is obviously loads more you can include. These would be my top tips. I hope you find it useful and thought provoking. We’re here to help you with your resourcing strategy. If you would like to talk why not get in touch with us on 07825 211398 or via email by writing to james@bravehcg.co.uk.