This is not a topic necessarily specific to the professional services arena, but I think it's incredibly relevant in today's economic environment and I would like to share my thoughts. I am of course even more interested in your perspective.
I think times are changing in the recruiting profession, and I have to say it's about time. Already, technology and the increased use of social media are pushing the traditional recruiting envelope. The habits and behaviors being exhibited in the recruitment community in this market - lack of response, poor communication, posting of jobs that may or may not exist, general rudeness - will only serve to hasten their own demise. I search for and apply for jobs via LinkedIn and Execunet. I receive a daily Twitter update called TweetMyJobs. Just as the advent of web services like Expedia and Travelocity put into question the value of the traditional brick-and-mortar travel agency, social media and online networking are having a similar impact in the recruiting arena. And just as in the travel industry, those recruiters who survive will be those that innovate and work in partnership with technology. Those that fight against it will very quickly go the way of the 14.4 modem.
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I want to comment on 'in this market...'. Yes, recruiters who don't get on the technology bandwagon will become dinosaurs. The same fate awaits recruiters that don't practice basic humanity and professionalism, as well as job boards that feed off the desperation of the unemployed by charging them fees. I've been tweeting about these topics for the last month.
ReplyDeleteRecruiters need to pay attention to market trends and technology. They need to use the social networking tools available to attract the right audience. Posting to job boards is very old school and will not net the same results.
Recruiters need to remember that the market will shift - candidates they are being rude to will soon be candidates they need. Companies who bring candidates into the interview process and don't follow up with them in a timely manner will soon find themselves unable to attract the talent they seek; their reputations will precede them and they will have a tough time meeting their growth objectives.
And now on to job boards: I have never, in any market condition, condoned job boards who charge job seekers to view postings. It’s a bad business model and practice. If the job board actually had a client base who valued their service, they would be the ones paying to post, not vice versa. I highly recommend that people reconsider supporting these types of job boards. ~Sheryl Friesz
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ReplyDeleteYou are right that the recruiting profession has been evolving for some time now, and it is picking up speed. The consulting space has seen more dramatic changes due to high turnover, high search fees and the need to hire many professionals at once.
ReplyDeleteWhen I got into the business, many consulting firms retained executive search pros to hire partners, and senior managers. This started to diminish after 2001, when many companies needed to stop searches mid-stream due to the collapse of the tech bubble.
Since then, consulting companies have made great strides developing competent, professional internal recruiters to save costs, promote stability, and manage relationships with outside vendors. Social networks, LinkedIn in particular, have begun to level the playing field among search companies, who previously distinguished themselves based on large, proprietary databases.
So, where do we go next? I believe to remain relevant, executive recruiters must consider a number of possibilities:
1. Use social media to develop networks and stay in touch with clients. We still need to develop relationships through face-to-face meetings and phone conversations, but social networks make regular, low level communication much easier. We must use these tools effectively in order to remain competitive.
2. Specialize and provide free, valuable services. In order to build a brand presence we must define ourselves in the marketplace and provide our constituents with more than our competitors; including internal recruiters. We must keep ourselves relevant by providing information, introductions and communities.
3. Diversify. We need to provide additional services to our target market, which may include different service lines. This is critical for smaller firms looking to maintain consistent revenue streams.
4. Alliance partnerships. This goes hand-in-hand with diversification because partner firms may provide services outside our area of expertise. Many companies are now banding together with firms that they have traditionally viewed as competitors.
I believe my firm serves as a template that incorporates all of these elements. Take a look at http://www.globalconsultingforum.net I would be very interested in additional suggestions because I agree that this is a critical time for recruiters to adapt to a changing landscape.
Jason Sanders
J Sanders Associates
http://www.globalconsultingforum.net