Recruitment is a crucial process for any organization that aims to hire the best candidates. Many people believe that the recruitment process begins when a job vacancy is announced, but in reality, it starts much sooner. So the question is, when exactly does the recruitment process begin?
The candidates’ perspective
It’s essential to understand that for a candidate, the recruitment process begins when they decide to search for a new job. This journey starts when they look for information about potential employers, job opportunities, and the overall job market.
Therefore, organizations must be aware that in times of huge competition on the market, many candidates drop out of the process before it even begins (from organizations’ perspective). Why?
Simply because they don’t pay attention to their employer brand – how their message and tone of voice (on social media, in marketing campaigns) seem to potential employees.
According to a LinkedIn survey, 75% of job seekers consider the employer brand before applying to a company. Considering that nowadays, a candidate chooses the company rather than the other way around, chances that a good candidate would be interested in a “no name/no brand” company are pretty low. This is especially true for highly skilled professionals with multiple job opportunities.
The importance of EB and EVP
Therefore, it’s not a surprise that organizations should be proactive in their recruitment process to ensure they’re visible and attractive to potential candidates. This means having a strong and proper online presence, showing their values and creating a brand in the candidates’ minds, and using social media platforms to reach out to the market.
That’s why an important factor in the recruitment process is the Employer Brand (EB) and Employee Value Proposition (EVP). In today’s competitive job market, strong EB can significantly impact an organization’s ability to recruit top talent.
There is also another aspect worth adding. When employees are proud to work for an organization, they’re more likely to stay with the company long-term. This can result in reduced rotation rates and lower recruitment costs for the organization.
Additionally, employees who are happy with their job and employer are more likely to refer their friends and colleagues to job openings within the organization. They will be happy to participate in marketing activities, popularizing the good name of the organization. Candidates trust the opinions of company employees who provide reliable information about how things are done at their company 3 times more than the company itself. As a result, candidates are more likely to apply.
Last but not least, a strong EB can help an organization save time and resources in the recruitment process. Organizations with a strong EB tend to receive a higher volume of qualified job applications. This means that the organization’s recruitment team can focus their efforts on reviewing qualified applications and selecting the best candidates for the job. This can save time and resources that would have been spent on advertising job openings and reviewing a high volume of unqualified applications.
Case study break: Patagonia
When we look at Patagonia, it becomes evident that its brand philosophy extends beyond marketing communications and influences stakeholder actions, partner selection, internal policies, and employee benefits.
As a brand that advocates for sustainable living and environmental awareness, Patagonia carefully selects subcontractors who share their commitment to eco-friendly solutions, including the transportation of materials. As an outdoor brand, it values spending quality time in nature with loved ones. Therefore, the company provides various benefits to its employees, such as flexible working hours, on-site childcare, paid parental leave, and travel care.
Everything is consistent, so the company attracts people who share a similar philosophy in life. And such employees are what the company cares about.
Right profile – right hire
Ok, let’s get back to the process. The company just fine-tuned its communications, EB (e.g., showed up at all the critical developer events and organized a few ourselves), and EVP. As a result, it has plenty of applicants. Now what?
To make sure that all efforts described earlier won’t be in vain, it’s crucial to think about who we really need in the organization. So – unfortunately – we are back at the very beginning of the funnel.
Defining the right profile of the expected candidate is crucial for any organization’s recruitment process. The candidate persona includes all the skills, qualifications, experience, and personality traits that align with the job requirements.
Organizations that fail to define the right profile for their expected candidate may end up hiring the wrong person, leading to lower productivity, increased turnover, and a negative impact on the company’s reputation.
To define the right candidate’s profile, there are several aspects to be taken into consideration:
- Job requirements: experience and qualifications required for the role
- Crucial competencies: behavioral traits, soft/hard skills
- Culture fit: values, company culture, work styles
- Past recruitment experience: what worked well, patterns
To sum up
The recruitment process starts much sooner than most people think. It’s way too late to start considering attracting candidates while publishing the vacancy. Considering the labor market and potential candidates should be a priority in the company’s daily activities and all processes. Organizations should establish a strong EVP and EB in the beginning, define the right profile of the expected candidate, and be proactive in their efforts to attract top talent.
It’s possible that, at this very moment, the fate of your potential future recruitments hangs in the balance.
Here you can find a Free Hiring Plan Template to make your hiring strategy clear: