Recruitment refers to the overall process of attracting, shortlisting, selecting, and appointing suitable candidates for jobs (either permanent or temporary) within an organization. Managers, human resource generalists, and recruitment specialists are the ones who carry out the recruitment process. Nowadays, internet-based technologies that support all aspects of recruitments have become widespread.
There are many methods through which a company recruits’ people. Today let’s talk about the Proactive and Reactive methods of recruitment.
Proactive recruitment is focussed on attracting and engaging candidates ahead of hiring needs. Recruitment being a time and money consuming process, it makes sense companies for engaging their potential candidates’ way ahead of their hiring needs. In this case, the applicants do not wait until the position is open. Instead, the proactive method focuses on identifying talent, establish contact, and retaining them. Once the position is available, the candidate ultimately ends up working for them.
On the other hand, Reactive recruitment shows how a company reacts to the loss of an employee by launching a job hunt once a job has been vacated. Reactive recruitment fills an immediate need for employees, rather than anticipating needs going forward. A position is vacant for a long time until and unless a suitable candidate is not appointed.
One cannot predict what a company’s employee is going to have to say in 6 months or 1 year or 2 years. Can we?
At Teamifo, we believe that teams/human resources are the most crucial ingredient for the success of an organization, and just like the planning for raw material and other resources is done well in advance; similarly, the human resource needs should be well anticipated.
Imagine you are running a product-based company, for example, the manufacturing of computers. You design a new product, a laptop, which requires certain raw materials like screens, circuitry, microprocessors, plastic parts, storage devices, PCB’s, peripherals for security, tech outsourced from other OEM’s, and many more. Being the product manager or the owner of the company, you should start talking and building a relationship with agents, suppliers, and maintain a co-ordeal relationship with them and initiate the following processes:
- NEED MAPPING: According to your product design and its prototype, jot down the raw materials that you need based on the final product you desire. Need mapping is a vital process as it helps you to recognize your basic needs.
- SUPPLIER SCOPING: After having a detailed outlay of your material requirements, start sorting out the suppliers. Only after a proper market research one should place the order to suppliers or directly purchase it from the source; initially, it is a costly method. Still, after a short period, it helps to save time and money, both.
- ENGAGEMENT: Engage with the suppliers to over the recruitment as well as the commercial discussions over budget, cost of raw materials, margin of suppliers. It helps you gain knowledge of the material market.
- SELECTION: After proper scrutiny, narrow your list to a few suppliers and your raw products. Ask for a sample test and analyze it in your design type.
- PLACEMENT ORDER: After the sample test, check the availability of the products and place the order.
- PRODUCTION: Once you receive the materials, start your production and sell the products.
Now imagine the same sequence in your hiring process.
- NEED MAPPING: According to your company, it needs to start creating the ideal candidate or job description.
- SUPPLIER SCOPING: After you open an opportunity, you attract a pool of candidates through the suppling chain, i.e., recruiters, LinkedIn, Naukri, and more.
- ENGAGEMENT: Engage with the recruiters/LinkedIn tool and give them the specifics about your employee requirement as it helps to fasten the process.
- SELECTION: After you find the right candidate, schedule an interview, and test them according to your requirements.
- PLACEMENT ORDER: If the candidate is suitable, give them the offer letter.
- PRODUCTION: Welcome them aboard and start working with them.
However, the process is long and takes time. It may take days to months to years, which entirely depends on your role. If your product strategy is on a long-term basis and you have a vision for your product, say 1 to 3 years, your ideal stages as a manufacturer would be:
- Product design roadmap leading to need mapping: Depending on the structure of your design and the work changes you will go through in the upcoming months, you need to figure out the kind of raw materials or candidates you might require after 8 months or a year from now. So, an ideal profile for the upcoming roles is going to emerge from upcoming roles. Laying out the product design will help you to figure out the raw materials that are required for the production hence making the process easier.
- Discuss with suppliers over future strategies: An ideal foresighted organization would have already set a link with the suppliers for a future out strategy from the product roadmap in step 1. This would help the vendors/suppliers tailor their future needs to match the requirement of the clients. Similarly, the HR recruiter/Recruitment firm should be able to assess the future team roles that might come owing to your expansion/product roadmap and be prepared and engage with the relevant connects.
- Long term engagement and flexibility to choose: Suppliers or recruiters in such a visionary project would engage itself in a long-term engagement plan with manufacturers or candidates, respectively, and start evaluating them accordingly. This approach is a proactive one where not many details or commitments are done but a friendly handshake over a connection that could be fertile in the future. At both ends, there is a great deal of flexibility, and these associations last for more than 5-6 years.
- Getting the structure and framework ready for the outlook: As an organization, you need to make sure that the working conditions are adaptable and are ready for the future to seek the product rampage or expansion strategy. Hence the kind of cultural changes from a team point of view or infrastructure point of view is already thought through, discussed, and aligned. In the case of team building, it is essential even to create an organization chart (adding future outlook roles) so that as a leader you are well-aligned towards the purpose of each role in the future.
In conclusion, there is not any ideal methodology towards how to build a recruitment forecasting pipeline, but at Teamifo, we associate one with the business into consideration. We understand our client’s business very well and have an engagement early on for such sort of forecasting strategy work. We make sure that we provide them with the best human resource, which helps them to increase their work productivity.
The author of this article is Anand Arora, ex-IIT , ex PepsiCo / Unilever, a seasoned R&D / Innovation professional turned entrepreneur. Anand has pioneered innovations in FMCG, Retail and Ed-Tech platform in both India and abroad plus very passionate when it comes to translating an idea into a product plan and a consumer ready product.