In part one of our three part series on key recruiting CRM practices, we discussed the need to use tools outside your ATS, establishing and growing a centralized talent pool, segmenting your pool, utilizing talent networks, integrating with your ATS, and generally taking a proprietary approach to acquiring and maintaining candidate data. In part two, we discussed maximizing the talent pool, integrating sourcing into your strategies, tapping “silver medalists”, having a “search first” mindset, and growing your pipelines. In the third and final installment of the series, we build upon the first two parts and discuss six more key recruiting CRM practices that can help transform and optimize your recruiting organization:
Search passive candidates
A talent network is a great place to gather and search for candidates with specific skills as long as it’s being used strategically. It should be brought into the talent pool to work together with other networks, external sources, the ATS, etc. instead of functioning as an island, separate from the rest. Properly utilizing the talent network allows you to send a nicely crafted email to your talent community to go after desirable passive candidates who may be employed with a competitor or within a target industry.
Employee referrals are often the best source of hires. As you’re building your talent pool, it’s essential to make it easy for employees to add referrals to it. It’s important to use your CRM and your referral program together. If you’re not collecting referrals in a way that feeds your pipelines in the CRM, then you’ll lose the value of those referrals over time.
Search, send, and measure
This is about being active and using your tools in order to send out communications, measure results, and refine searches and emails based on the results. Using A/B testing, you can send out different marketing messages or try different approaches to then monitor open rates as well as responses to the call to action. You can also determine activities that give you the best results by region, discipline, etc., so that you are optimizing the things your recruiters are doing to engage candidates and get them to apply. If you get higher response rates from Twitter activities for entry level nursing positions than email campaigns, for example, then you should probably focus your efforts accordingly.
Always be sourcing
Your sourcing team and your entire organization always need to be sourcing and getting data into your talent pool, which is why the CRM tool should include a relatively simple way to do so. For example, if a senior manager finds a candidate they want to keep warm, they should be able to easily add that person to a specific pipeline. When your CRM and talent pool are centralized you’re able to harness the activities as a team, adding value to the tool and continually using it.
Standardize and develop best practices
When strategically approaching CRM and everything centralized with all recruiters/sourcers and marketers using one platform, you can then accurately measure results and leverage that knowledge procedurally across your entire organization to standardize your practices around your most successful sources, emails, searches, etc. This standardization is the foundation for optimizing your recruiting organization.
What you should focus on measuring is specific to your organization, but at a high level we recommend that talent pool growth, usage, engagement, and sources be measured frequently. From a business perspective, talent pool growth is key, not only its overall growth but also its growth by key job types. Usage is important to measure because you want to make sure your team is executing the activities they should be so that results can be appropriately measured. Measuring usage helps in your change management and ensures that you aren’t forcing people to execute activities that aren’t actually driving results. Monitor open and click rates of email campaigns to measure engagement. It’s also important to know how your sources are working for you. Are the resumes you pull from job boards ultimately ending up as hires? That data needs to be brought in in such a way that you can appropriately measure the results and leverage them.
The key theme across all of these recruiting CRM practices is to centralize your talent pools, segment them, drive engagement with potential candidates, and measure and refine that engagement in a strategic way. Taking a holistic view of where your results come from across the entire recruiting organization will determine the best practices for your organization and dramatically increase your ability to get more of the right types of candidates to apply for your open jobs.