Building Value Relationships with Direct Sourcing In-house Recruitment Teams

Key slides and summary of survey findings

Marcus Panton@MarcusConGusano

Preface• Everyone is talking about social media and technology and how you

should be using it to make your recruitment businesses better.

• I’m looking at it from the perspective that these very same developments in social media and technology are changing the way our clients think about, and do recruitment, and what that means for our value propositions?

• The following survey suggests that technology is fuelling the appetite and ambition of in-house recruitment teams to do more direct sourcing and that the services they value from their recruitment suppliers are changing

The Survey

• In preparation for the UKRecruiter 'Creating relationship value when working with in-house recruitment teams' workshop, I interviewed in-house recruitment managers and directors from companies such as BP, GSK, Genworth Financial, Balfour Beatty, KCOM and G4S (to name a few) and anonymously surveyed over 50 in-house recruitment professionals using SurveyMonkey.

• You might find some of the survey findings rather surprising.

Who Took Part?

The Questions• 1. What percentage of hires are you targeted on sourcing through direct

channels (not through 3rd party providers)?

• 2. Do you feel that your external partners will need to increase their value proposition to continue to be considered as preferred suppliers?

• 3. Do your existing suppliers offer a service in-line with your overall resourcing strategy?

• 4. What services would you most like your external recruitment suppliers to provide?

• 5. How do you see the resourcing landscape changing over the next 3 – 5 years?

The Results

Average Direct Sourcing Target = 75%

Results

Results

What services would you most like your external recruitment suppliers to provide?

• Comprehensive and importantly transparent Market Research/Mapping capabilities. At present it is very inconsistent, not linked to SLAs and commercially not clear what we are paying for - or how much we should pay to get value for money

• Recruitment agencies should be headhunting and finding the candidates I can't source myself through social media channels.

• We as a rule do not use external recruitment suppliers

• More information on each candidate, the stages they're at and who their preference is with all companies/competitors, not just ours. That's value add

• Manage the EVP, enhance the candidate experience, map market and identify/approach key talent

• We don’t need ‘End-2-End’ recruitment services anymore, stop trying to sell us something we don’t need and that you can’t deliver on anyway!

• Not applicable, as we intend to do 100% direct sourcing

• PPA profiling or some form of behavioural/personality assessment alongside interviewing - on site face to face interviewing should be more prevalent too, and reference checking

How do you see the resourcing landscape changing over the next 3 – 5 years?

• Strategic global pipelining is likely to play a more prominent role. Companies will also need to consider the career aspirations and options for in house resourcers much more keenly. Current structures are too flat to sustain key talent.

• In-house have had it easy and the market will change, more jobs/less candidates will make in-house life a lot harder, however they will benefit from advances in technology

• If recruitment agencies don't raise their game, in-house will grow and take advantage of the technologies, social media sites and on-line tools that erode the need to use agencies

• More direct sourcing, growing in-house responsibilities, greater use of technology, mid market generalist agencies getting squeezed out of the market, agencies become more niche building candidate pools that we can't reach out into

• We are now actively avoiding recruiters using 'normal' resourcing tools, I can use LinkedIn and Jobsite, I can advertise so will not be paying fees for someone to send me speculative or farmed CV's. I will only use recruiters in the future with a more targeted approach specific to our company. Additionally next year will be using individual recruiters in partnerships on specific recruitment campaigns.

• General agencies in distress, end to end integrated technology solutions to automate the majority of the recruitment process and companies finally building solutions to solve their resourcing needs not being sold to!

• Its undeniable that social media recruitment is becoming more and more prevalent with each passing quarter. As a result I see the role of the internal resourcer becoming more pivotal, and also adapting to include more networking and corporate branding functions. Social media will also likely minimise the requirement for third party suppliers and job boards meaning that they will need to re-assess pricing structures and value propositions in order to remain competitive

Summary

• In house is here to stay

• Technology is fuelling their ability and appetite

• Innovation will be key to gaining competitive advantage

For further information, please contact Marcus Panton:@MarcusConGusanouk.linkedin.com/in/marcuspantongusanoltd

About GusanoLtd

Gusano is a Talent Acquisition Consultancy that brings together a collection of industry experts from all corners of the recruitment profession (in-house, agency and RPO), to design and deliver bespoke training

programmes and consultancy projects with a simple goal in mind; 'To enhance performance, raise standards, and enable change through support and learning'.

SpecialtiesDSO - Direct Sourcing Optimisation (in-house)

Social Media Sourcing New Starter Selection, On-Boarding and Training

One2One Coaching, Leadership DevelopmentControl & Influence

360 Degree RecruitmentBespoke Recruitment Training

Marcus Panton – 07538 122 433Talent Acquisition Consulting and Training

Twitter - @MarcusConGusanoLinkedIn - http://uk.linkedin.com/in/marcuspantongusanoltd/