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By Daniela Mendonça, president of LG people place
Beginning of the year means the beginning of a new cycle, in which we plan our strategies for the coming months. For the recruitment area, 2019 promises profound changes in the way we attract, recruit and select a new employee and, therefore, companies must now establish actions to optimize the attraction of their talents.
If we compare the current scenario to that of a few years ago, candidates have much more power when looking for a new job. Today, it is he who chooses or says no to companies. And this generates a shift in the recruitment paradigm: the focus is now on candidates and they need to be treated like clients. In this scenario, recruitment marketing has been gaining relevance. It is worth noting that this initiative does not mean only investments in employer branding or the creation of a career page: it goes far beyond that. It is a wide-ranging recruitment strategy that uses several channels and methods, with the objective of converting candidates into hires, just as traditional marketing turns prospects into customers. The well-known sales funnel gains a new concept and becomes a recruitment marketing funnel, composed of the following steps: awareness, interest, active research, application, evaluation and hiring.
The novelty in this process is to constantly work the brand as an employer. Rather than concentrating efforts on publicizing specific vacancies, the idea is to publicize the company and the good reasons for working there. As in sales, the strategy is to delight your client (candidate), even before he may have any specific interest in any vacancy. This is reflected in the first three phases of the recruitment marketing funnel, which are what differentiate this process from the traditional one.
In the awareness stage, the organization is concerned with spreading its culture, purpose and mission. Of course, for this process to work, the company cannot neglect its relationship with current employees: it needs to be transparent and sell what it actually practices.
After capturing the talent's interest, it's time to offer relevant information in exchange for attention. Just as consumers research the company's reliability before purchasing a product, candidates also seek to learn about the organization's history and the brand's reputation as an employer before applying for the job. Therefore, HR must provide quality content so that people are interested in being part of the company.
The third phase is precisely that of active research and is related to the second strategy. If the candidate became interested in the company and sought information on his own, he is ready to act. That is, he will search for a vacancy that meets your profile. The question remains: how will your company facilitate this? I reinforce that the idea is to convert potential candidates into effective hires. At this time, it is essential to maintain relevant data in the company's profiles on social networks, an updated career page with real vacancies and with the greatest possible number of information, in addition to mechanisms that facilitate the application, such as parsing resumes, chatbots and other resources .
But of course it doesn't stop there. The expectation of this candidate in relation to the company was created and, in order to be able to serve it, it is necessary to have an agile and interesting selection process, which engages this candidate and allows flexibility (remember: most of the time he is already employed). Here it is worth using resources such as mobile video interview, games for recruitment and assessments.
By the way, which area would be responsible for recruiting marketing? It is a mistake to believe that talent attraction activities should be carried out only by the HR team. The truth is that this strategy is the result of a collaborative effort between people management, team leaders and marketing. But how do you do that? To put this concept into practice, it is necessary to create pipelines of talents and specific actions to generate a flow of engagement to the candidates that enter the recruitment funnel. I reinforce that this is only possible through investments in automation tools that contain modern applications that meet the selection process from end to end, from awareness to the integration of the new employee. Only then, the time and cost of this hiring will be reduced, obtaining information from the candidates will be more agile, the participants will have a better experience and the company will gain in effectiveness and quality when choosing the ideal employee. And engaged from the start.
If we compare the current scenario to that of a few years ago, candidates have much more power when looking for a new job. Today, it is he who chooses or says no to companies. And this generates a shift in the recruitment paradigm: the focus is now on candidates and they need to be treated like clients. In this scenario, recruitment marketing has been gaining relevance. It is worth noting that this initiative does not mean only investments in employer branding or the creation of a career page: it goes far beyond that. It is a wide-ranging recruitment strategy that uses several channels and methods, with the objective of converting candidates into hires, just as traditional marketing turns prospects into customers. The well-known sales funnel gains a new concept and becomes a recruitment marketing funnel, composed of the following steps: awareness, interest, active research, application, evaluation and hiring.
The novelty in this process is to constantly work the brand as an employer. Rather than concentrating efforts on publicizing specific vacancies, the idea is to publicize the company and the good reasons for working there. As in sales, the strategy is to delight your client (candidate), even before he may have any specific interest in any vacancy. This is reflected in the first three phases of the recruitment marketing funnel, which are what differentiate this process from the traditional one.
In the awareness stage, the organization is concerned with spreading its culture, purpose and mission. Of course, for this process to work, the company cannot neglect its relationship with current employees: it needs to be transparent and sell what it actually practices.
After capturing the talent's interest, it's time to offer relevant information in exchange for attention. Just as consumers research the company's reliability before purchasing a product, candidates also seek to learn about the organization's history and the brand's reputation as an employer before applying for the job. Therefore, HR must provide quality content so that people are interested in being part of the company.
The third phase is precisely that of active research and is related to the second strategy. If the candidate became interested in the company and sought information on his own, he is ready to act. That is, he will search for a vacancy that meets your profile. The question remains: how will your company facilitate this? I reinforce that the idea is to convert potential candidates into effective hires. At this time, it is essential to maintain relevant data in the company's profiles on social networks, an updated career page with real vacancies and with the greatest possible number of information, in addition to mechanisms that facilitate the application, such as parsing resumes, chatbots and other resources .
But of course it doesn't stop there. The expectation of this candidate in relation to the company was created and, in order to be able to serve it, it is necessary to have an agile and interesting selection process, which engages this candidate and allows flexibility (remember: most of the time he is already employed). Here it is worth using resources such as mobile video interview, games for recruitment and assessments.
By the way, which area would be responsible for recruiting marketing? It is a mistake to believe that talent attraction activities should be carried out only by the HR team. The truth is that this strategy is the result of a collaborative effort between people management, team leaders and marketing. But how do you do that? To put this concept into practice, it is necessary to create pipelines of talents and specific actions to generate a flow of engagement to the candidates that enter the recruitment funnel. I reinforce that this is only possible through investments in automation tools that contain modern applications that meet the selection process from end to end, from awareness to the integration of the new employee. Only then, the time and cost of this hiring will be reduced, obtaining information from the candidates will be more agile, the participants will have a better experience and the company will gain in effectiveness and quality when choosing the ideal employee. And engaged from the start.
Disclaimer: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
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