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23 August 2016

Sales, Marketing, and Recruiting Maturity

Posted by Team Talemetry

The notion that recruitment IS sales and marketing is more true today than ever. As marketing and recruiting come together and recruitment marketing becomes more pervasive in today’s recruiting organizations, many of the strategies and tactics required to be successful have been historically developed and perfected within traditional sales and marketing:

  • Data (list) acquisition and segmentation
  • Email acquisition programs
  • Branding and messaging
  • Nurturing campaigns
  • Outbound sales (sourcing) outreach
  • Analysis and refinement

When you look at the full spectrum of the talent acquisition process, you can break it into four basic areas:

  • Attraction (job ads, social posting, agencies)
  • Sourcing and engagement (central talent pool, sourcing, and email campaigns)
  • Candidate experience (employer brand, career sites, job applications, landing pages)
  • Analysis and refinement (metrics related all of the above activities)

For organizations interested in making their hiring more proactive, scalable, and predictable, sourcing, CRM, and engagement are of particular interest because these are the facets of recruitment marketing that focus on building centralized talent pools and creating long term relationships. But optimal recruitment marketing relies on all four pillars.

As in traditional marketing these pillars work together, each adding value to the other. For example, attraction programs augment outbound sourcing and engagement by helping to build an organization’s proprietary talent pool. Candidate experience reinforces brand messaging and improves conversion rates for inbound attraction and outbound sourcing and engagement programs.

Talemetry’s Recruitment Marketing Maturity Model can help organizations gauge their current capabilities and understand what strategies are necessary to progress towards their maturity goals.Talemetry Recruitment Marketing Model

Organizations pursuing more predictable hiring will need to target capabilities within Level 3 and 4 Outbound Sourcing and Engagement.

In order to achieve this, many organizations partner with internal marketing resources to help drive programs to support recruitment marketing. This approach leverages existing expertise and can facilitate knowledge transfer to help ensure the overall success of your Source First approach.

This partnership can be further formalized with dedicated resources to support recruiting with a matrixed reporting relationship. This keeps marketing resources within the marketing group, but supports specialized resources for recruiting within the marketing organization.

By the same token, you can hire or develop marketing resources within your HR/recruiting department.

No matter which route you take, injecting marketing knowledge and expertise across all your recruiting efforts is an important way to increase the effectiveness of your recruitment marketing.

As you look at a more proactive and predictable hiring model, one indispensable tool is a candidate relationship management (CRM) platform that integrates with both your external sources of talent (third party databases) and your internal sources of talent (ATS, employees). With a shared CRM you will have several general roles engaged in maximizing this centralized talent pool, each with a slightly different focus:

  • Full cycle recruiters. Predicable hiring empowers generalists to focus more time searching and engaging candidates from your talent pool.
  • Sourcers. Sourcers make full use of your talent pool by both searching and engaging internal talent as well as searching and downloading candidates from external sources. Sourcers and full cycle recruiters focus on growing, searching, qualifying, and hiring from this central resource.
  • Recruitment marketers. Recruitment marketers focus on segmentation and list building within the talent pool. They also run email campaigns for mass sourcing as well as engagement and nurturing. Recruitment marketers analyze and refine programs for optimal effectiveness.Download Free Predictable Hiring Handbook
  • Recruiting analysts/program leads. Analysts/program leads report on key metrics and advise leadership on progress toward recruiting goals.
  • Recruiting leadership. Leadership uses strategic data to manage recruiter activities and goals, track recruiting performance, and optimize recruiting operations.

This is just a broad description of focus. Depending on the size and makeup of your organization, some of these roles could be performed by the same person, or across groups in multiple departments. 

For a more in-depth look at how sales, marketing, CRM, and recruiting come together to support more proactive, scalable, and predictable hiring, check out Talemetry’s Predictable Hiring Handbook. You can download it here for free


 Related Resources:

Topics: recruitment marketing

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