For the fun of it, I want to provide a variety of insights
around how a sourcing strategy may vary by industry. For the sake of this example, let’s assume
you are a manufacturer of a product that is sold through a retail distribution
chain. Additional assumptions are:
1. You sell product
to big box retailers, however you have your own retail outlets
2. Holidays drive an
increase in labor needs within your manufacturing, retail and distribution
3. Your company is founded on innovation and continuous new
4. Your product is a BRAND all into itself therefore
EVERYONE wants to work for you
5. Your organization has high volume needs, high complexity
needs and corporate staffing requirements.
Where do you begin?
Let’s start at the Macro level and work our way down.
Current state Assessment: Looking at the
Segment your data by retail, manufacturing, executive, professional, sales and
2. For each of these segments I want to explore:
Source of hire (Primary and Secondary)
B. Interview to hire ratio’s
% Fallout due to failure of background
and drug check
E. Total number of hits to career site
Total number of profiles created
3. Recruitment Process Assessment (Assuming I am
coming into the organization new).
How do we manage the through put of candidates?
How easy is it to navigate the career site?
Does it create a compelling
story for each of the people areas?
3. What is the requisition load?
4. Source of hire by recruiter type. (What I am
looking for here, is what
recruiters fill their jobs through inbound
sources and who fills them
through outbound sources?)
5. Vendor relationships – Contingent staffing
agencies, research firms, tools such as talentseekr
and resume mining
6. Web and bricks and mortar: What are our web
and brick and mortar
Who has interest in how we attract talent? Why? I.E.
Brand Marketing, Legal, etc. What role do they play?
Now that I have gotten smart on our process, technology,
stakeholders and rules to how we acquire talent – Here are the categories I will
1. Technology / Website:
Optimize ATS to improve candidate source of hire capture, processing and
outreach to talent.
I.E. Alerts for new jobs to keep talent
coming back. (This is key – we want to reuse the data in
2. Optimize Website: Usability, flow, analytics and potentially
2. Holiday Volume
Engage an RPO or my contingent workforce partner (should they be temporary or
need to make sure the volume triggered by holidays is effectively covered and
it is not a cost
that is incurred during the down times.
3. Retail Hiring:
our stores –I would look at posters, recruiting cards, etc. directing
candidates to apply
Monitor regions that do not have candidate flow and leverage an internal
sourcing team or a
that can assist with demand generation in those regions.
3. Advertising Firm: Depending upon the
demographics I would explore mobile media, SMS
marketing and very targeted web
4. Manager Level Retail Professionals: Create an internal sourcing group that
zoominfo, jigsaw and retail research firms
as needed. This team would be
identification and development.
Distribution / Manufacturing hiring
at an MSP or Onsite program for contingent labor.
Advertising firms: Posters and table
tops in each of the centers.
Employee Referral: Mailers or email – to
employee or family promoting you can make money
– refer a friend.
Local market relationship strategy – Schools, employment networks, PTA’s, etc.
Professional / Executive Hiring
Here is where my candidate experience is an important part
of the attraction process. So the sourcing strategy will be our company
employee’s and it will encompass an outreach effort and a relationship management
This may look like:
Leveraging an Indian firm to do name generation inexpensively. Save me time.
my team focus on direct outreach to these people to:
Build a relationship
Present an opportunity.
4. The relationship may be a link to our Facebook and
linkedIn – and work with our advertising firm to create an outreach strategy
that touches these people in different ways periodically throughout the
year. Focus is – promote the brand, gain
referrals, build a friend so they want to do business with us.
Once trends are identified, negotiate fixed rates for
services that WORK and have them help you measure your success.
Work collaboratively with your sourcing firm, RPO and
research partners and include them in your business strategies. Provide them with data around what works and
what is not. The goal is for everyone to
Tactical: The reality is there will always be that purple
squirrel. I have done research over the
years and it has show that purple squirrels can take over 55 hours of sourcing
alone! The key here is to build a
sourcing strategy checklist and focus on the activities that are generating
results. Avoid doing things that are
fun. This may require the special
sourcing magic of a Maureen or Shally.
Measure … Monitor and Refine
Now is measure and refine.
Business change and needs change therefore your sourcing strategy will
Sourcing strategies take time to develop and may not be done
all at once due to stakeholder involvement and budgets. In some areas the near term solution may be
to throw more people at the problem until the core issues can be fixed. Realistically you may need to do some botox
treatments, because this is recruiting and nothing is predictable. However this strategy is designed to address
the 80% and let you focus on the needs that may require some extra special
Tracey Friend is a Snr. Consultant with Brightfield
Strategies. Brightfield Strategies core
expertise is in Contingent Workforce Management. As an executive who has had exposure to both
full time and contingent strategies, Tracey works with her clients to build a
more holistic approach to attracting and retaining people. Tfriend@brightfieldstrategies.com