Mass recruitment in areas such as grocery retail poses a number of challenges for the recruiter. The seasonal rise in sales, high turnover, active company growth – all this creates a need for a constant influx of candidates. Here’s how to build a quality recruitment and what factors reduce its effectiveness.
No Recruitment Plan
Many companies’ HR departments have no understanding of what the real need is in candidates for different locations and at different times. If planning is done, it is done with a short horizon and without taking into account the talent pool.
For example, we know that by the time the store opens next month, 20 salespeople will be needed. But the plan does not include the probability that by the same time from the other outlets 10 sellers will leave. As a result, recruitment is constantly in a rush mode.
The lack of a plan affects the efficiency of the selection process itself, including the use of lead generation tools. There is no way to predict the hiring, calculate the exact number of leads that need to be attracted. If the need for personnel arises suddenly, the selection has to be launched urgently, but in a short time it is impossible to accelerate the project to its full potential.
We launch a landing page for the vacancy and wait for the advertising campaign to gain momentum, which takes several days. All this time, recruiters wait for calls, the vacancy goes idle, and the company loses money.
Like in betting at a 22Bet online betting, there has to be a plan, otherwise, it will lead to significant risks and loss of money. The task of workforce planning should not be left to regional managers or supervisors – they are most often busy with other business processes. It is more correct to delegate this task to HR people, who know and run the HR process.
A good hiring plan includes not only the number of new hires, but also a forecast of vacancies. To make this prediction, you need to calculate the average number of layoffs per month.
If you take the time to do these calculations in advance, you can prevent problems – it’s easier than solving them in a “I needed results yesterday” mode.
No Analytics on Results
When using different sources of lead generation, like job sites, contextual advertising, social networks, etc., recruiters rarely estimate their cost. How much did it cost to get a candidate invited or onboarded? Many don’t see the point in such calculations. But this is one of the most important sources of data: without it, it’s impossible to understand how effective this or that channel and the process of attracting candidates as a whole is.
Sometimes the calculation is done as follows: the total advertising costs are divided by the number of candidates invited. However, average figures are not indicative: the cost of attracting a lead in different channels may differ by an order of magnitude. One source costs cents and brings dozens of leads, another costs thousands and brings two responses.
It’s even rarer to calculate the cost across the entire recruitment funnel. For each channel, you need to do end-to-end analytics on everything from response to checkout. In the ideal funnel, you also need to count the length of time the candidate has been with the company: after working for a few months, he or she recoups the cost of the selection.
Often operating expenses are not included in the calculation: recruiters’ and call centers’ time, telephone charges, and so on. This leads to the common misconception that lead generation is considered unprofitable and ineffective compared to job sites, without taking into account the time spent by recruiters on searching databases of resumes and filtering questionnaires, and the number of candidates who come to work for the company.
Without analyzing the data, you can pour a long time budget into a channel that does not work, and not get the results you need.
Few employers know the real cost of leads per channel. In fact, collecting data on the number of leads, estimating the cost of channels is a must for effective recruitment.
It’s important to use analytics tools:
- Connect call-tracking to determine where the person is calling from and where they saw the job opening.
- Install counters on the landing pages that show the conversion rate of the page.
No Work on the Company’s HR Brand
If the company website has a vacancies section, most often it is arranged in the least effective way: it has a link to the job site, which leads potential candidates away, a list of vacancies that is never updated, or a general feedback form: “Do you want to work for us? Send your CV”.
Occasionally we see questionnaires, but they tend to be underdeveloped. Vacancies are not kept up to date, responses are not processed. As a result, one of the most effective channels is lost, which, with the right approach, could have perfectly generated leads.
A large company needs a separate branded job site, not linked to the main site. And it needs to be taken care of: seriously consider the content, texts, photos, and constantly updated to reflect the dynamics of internal HR processes.
Another opportunity to develop an HR brand is to work with the audience in social networks. Not only direct posting of jobs is effective here but also:
- Posting about interesting corporate life, which shows the company in a favorable light.
- Work with feedback, neutralizing the negative.
- PR activity, forming a positive reputation.
Another channel that should not be ignored is specialized portals, where employees post reviews about employers.
No Quality Work With Feedback
There are several important rules when it comes to handling applications.
It’s Cheaper to Return a Doubtful Candidate Than to Look for a New One
The candidate sends an application by advertisement, we give the questionnaire to the client, the recruiter calls him and invites him for an interview. That’s often the end of the response job. The applicant doesn’t come – no one keeps track of why. According to our statistics, accompanying a candidate to an interview increases the number of those who reach the interview by 15%.
After the invitation, send a reminder message with the date and address of the interview. If the applicant does not come – call back, find out the reason and, if possible, invite them again.
The HR Manager Has 15-20 Minutes to Call Back on the Response
For mass vacancies, job seekers respond to a dozen offers at a time. The HR person has very little time to invite the candidate before they are “intercepted.” To call during the day or the next day is to act in favor of the competition.
Build a prompt and high quality processing of responses: call immediately after receiving the questionnaire, write additionally and remind the invitees of the meeting.
This approach makes it possible to bring the percentage of people who come for an interview up to 90%, which means that the cost of the candidate is reduced to minimum figures.
Recruitment starts with job sites. When their capabilities start to be insufficient, contextual advertising and social networks are connected. The number of channels grows, and it becomes more and more difficult to control the process and analyze the results. Instead of the expected increase in efficiency, the HR manager gets a clog of questionnaires and confusion in the data.
A significant part of the problems can be solved with the help of the CRM system. It performs many functions, allowing to formalize and collect in one place all business processes of the company connected with personnel management. This includes automation of work with feedback, full-fledged data collection and systematization.