Nowadays nobody denies that the shortage of skilled workers is a reality in almost every company. However, most companies have not yet been able to make any lasting changes to the important recruiting parameters. The traditional mixture of employer branding, personnel marketing and job advertisements has a hard time competing.
Active recruiting and talent management are becoming increasingly important in the search for a sustainable concept in personnel recruitment and retention. Those who take a structured and sustainable approach can save time and money in the medium and long term.
Authentic to success
Successful talent management begins with a well thought-out strategy. In addition to defining which talents should be addressed with which competencies, the active recruiting strategy must also be defined. This requires extensive preparation to plan the personnel marketing measures and to define the appropriate channels. This also includes the strategy for establishing contact.
Enterprises should use thus all ways to the active applicant production, which are harmonious for their enterprise, their industry and their target group also beyond the paths well-known all sides. Beside personnel marketing strategies, emotions and authentic messages besides an honest interest in the applicant is important, in order to generate interest. The main focus should be on the consistent implementation of the opportunities to present yourself as a potential employer. So far, university marketing, career fairs, advertisements and career portals have been used, but contacts are rarely specifically transferred to a talent pool.
Professionally experienced specialists will also rarely actively apply and want to be found on the market. This means that these talents will be contacted via active sourcing strategies. Here, the message and presentation of the company as well as the career opportunities are all the more important. Unpleasant standard formulations or unsuitable offers will not lead to success and in the worst case can even be counterproductive.
Companies are thus faced with the balancing act between quantity and quality.
Long breath is in demand
The development of talent management requires a particularly high degree of stamina and commitment from HR managers. After the applicant’s approval, the actual work begins after the transfer to the talent pool: to maintain contact with the talents and, at best, to intensify it. The data from a well-managed talent pool allows you to communicate target group-specific and personalized – for example, for information via e-mail or special newsletters.
As soon as a suitable position is to be filled internally or the talent in question is willing to change, the talent pool is the first, simplest and most cost-effective source for recruiting.
Stay tuned even after the signature is signed
Sustainable Talent Relationship Management does not end with the signature of the employment contract. Especially the time before the official start can be critical. Here it is important to retain the new employees before their first day at work. This can happen, for example, through company news and the preparation of onboarding. Once an applicant has finally become an employee, HR managers must not lose sight of the employee and promote him or her according to his or her skills. A positive atmosphere in the workforce and appealing tasks are important aspects of employee retention. For long-term retention, internal training, external offers for further training or targeted management of professional advancement are important motivation and retention factors.
And finally the free program
Motivated employees like to advertise for their employer and can thus become multipliers. Well-positioned “Employees recruit Employees” programs offer the opportunity to attract new talent – off the beaten track. Here, too, even if there is currently no cooperation, the potential employee must be transferred to the talent pool.
Nothing is easier than to motivate contacts to apply from an existing and well-maintained network.