The Bold Recruiters Toolkit — 50 Tools for Aggressive Recruiters (Part 1 of a 2-Part Series)

招募顶尖人才的竞争已经在某些行业激烈生长。在这个高度竞争的环境中,你不能指望来填补你的配额,没有优越的招聘工具包,不招募高质量的候选人。

The competition for recruiting top talent is already intense in certain industries and is soon to grow in many others. In this highly competitive environment, you can t expect to fill your quota, no less recruit the highest quality candidates who you desire, without having a superior recruiting toolkit. If you are currently dissatisfied with your recruiting results, you must adopt a more aggressive approach and begin to push the limits beyond the use of traditional recruiting tools. If you are a bold recruiter and you want to try something aggressive, I ve compiled a long list of bold high-impact recruiting tools for you to consider. Each one has proven to produce results. The toolkit is broken into five categories, including sourcing, referrals, recruiting at events, college, and advanced recruiting tools. Sourcing tools Easy-to-use tools for identifying top prospects Boomerangs /rehiring previous employees the best way to ensure a high-quality hire with a clear record of performance is to re-recruit performers who previously worked at your firm (i.e. boomerang rehires). Many of these individuals might now regret their decision to leave but still be hesitant to reapply. A simple note as they are leaving your firm or a phone call from a recruiter or an employee in their former department reassuring them that they would be welcomed back might be all it will take to re-land proven talent. Ask references for referrals you should ask the job references of top candidates and new hires to provide you with one or two additional names of top people they know. Ask for names during the hiring and the onboarding processes directly challenge the industry knowledge of your best candidates by asking them (as part of the interview) to list the names of the outstanding individuals who they know. If you ask enough interviewees, you will get a pretty good list of the top names in any field. In addition, make it a standard practice to ask all top new hires during onboarding who else is good at their former firm and in the industry? Next ask the new hire to help you recruit any desirable individuals who they know. Revisit previous high-quality candidates oftentimes you can save resources by simply revisiting the star candidates who got away. Reach out to candidates who voluntarily dropped out of the hiring process, turned down an offer, or who were finalists in a slate where a super candidate ended up getting the job. Times change, and it s not uncommon for candidates to regret their decisions. Also look at candidates from a year ago who were almost qualified, because after another year of experience, they may now be fully qualified. Make your job postings exciting many recruiters use dull job descriptions that were written long ago. Hiring managers and recruiters should work together to rewrite them so that they sell the exciting aspects of the job. At the very least, they should be tested against your competitors descriptions to ensure they are more compelling. Target ex-military personnel both the U.S. and Canadian armed forces release a large number of well-trained and disciplined military personnel each year. The unemployment rate among them is high; use military help groups and military recruiting events to identify and sell the very best. Retirees some retirees have second thoughts about leaving the world of work, while others are willing to work as fill-ins. So keep in touch with those retirees who you might like to have return. Temp conversions develop a formal process to ask the very best temps, contract workers, and vendor employees if they would consider becoming a regular member of your staff. How-would-I-find-you-again profile in order to identify the best recruiting sources, turn to your own top employees and ask them if I was recruiting you today, how would I go about finding you again? This means that you have to put together a profile covering where they hang out. Do that by asking your best employees what industry, professional, and social events they attend, what magazines and journals they read, and what social media and Internet sites they frequent. Assume that other top professionals hang out in the same places, so use the gathered information to identify the places where corporate branding, company information, and job announcements are the most likely to be seen and read. You should also be recruiting those who speak a second language (often Spanish); find the places where they will see and read your postings that are written in their language. Referral-related recruiting tools Re-energize your employee referral program referrals are the best-performing tool for both recruiting volume and new-hire quality, and as a result they should be a major part of your recruiting toolkit. In order to maintain their effectiveness, employee referral programs need to respond quickly to employee submissions, and they must have their marketing periodically reenergized. Employees should be encouraged to search their social media, email, and mobile phone connections to identify potential referrals. Ask them specifically to refer their mentees, friends, and former colleagues. Physical sandwich board announcements strategically placed in your lobby or in other highly traveled areas can be effective for filling immediate needs. Significant referral rewards can get everyone s attention, and managers should be rewarded for high referral rates among their team. Targeted proactive referrals because great people are connected, the most effective referral variation is proactively approaching your top performers and asking them to identify the top five people who they know in their field. Occasionally individuals draw a blank when asked the question do you know anyone? In these cases, the best approach is to structure your request. Ask your better employees to list the five colleagues who have impressed them the most during their careers in these specific categories (the best performer you ever worked with, the most innovative, the best team player, the best manager, the best under pressure, the best with technology etc. ). Then ask your employee to call these five individuals and try to convince them that it would be great to work with you again. If these individuals decline, try to turn them into permanent referral sources. Non-employee referrals individuals who know and care about your firm (i.e. former employees, vendor employees, retirees, and even customers) should be approached periodically for referrals. In many cases, rewards are not required. Mentor and mentee referrals mentoring relationships can be very strong, so take advantage of that by asking your employees if they have a mentor or mentee at other firms. Ask your employees to refer them and/or to use their mentors as permanent referral sources. Professional association officer referrals ask association officers in your functional area or industry to be referral sources and to help you identify any up-and-coming professionals. Assigned referrals based on social network relationships at larger firms, when a top candidate has already been identified, company recruiters can use network connections identification software in order to find out which of your employees have the strongest social media relationship with that target. The most strongly connected employee is then given the assignment (along with some coaching) to use their connections to contact and to build a recruiting relationship with the target. Event-related recruiting tools Recruiting at professi