In today's gig and part-time economy, recruiting and staffing less-than-fulltime workers is an essential aspect of many businesses' talent strategies. Assisting them in this endeavor requires employment agencies to deploy distinct methods and resources, with technology playing a pivotal role in streamlining the entire recruitment cycle.
A strong recruitment strategy should incorporate the organization’s process design, human capital, and technology stack – the Golden Triptych – that inventories the resources you can deploy now, those you will need over the next 18 months or so, and how you intend to develop them over that period. This is often an exercise in iteration. When you adjust one component – hiring someone who possesses a particular skill, for example – you may be able to streamline a process. Similarly, mobilizing a more integrated and automated technology could alleviate the expense of adding to the payroll. Calibrate and adjust and remember to plan for contingencies. Once you’ve mastered it, you’ll be able to revisit your strategy regularly and use it as a roadmap to sustainable growth and optimal performance.
Applicant tracking and CRM systems form the heart and soul of any recruitment firm’s tech stack. A sophisticated and centralized ATS is critical for filling short-term roles and piecing together diverse candidates interested in a variety of employment options into a cohesive team. It ensures all the sourcing techniques at an agency’s disposal – job boards, social media, contractor referral programs, and emerging, technology-enabled media – can yield a pool of potential candidates. And while an ATS collects and stores a potential goldmine of data, that only helps if users can access and dig through it to find the sparkle. A robust CRM keeps all your client, hiring manager, and candidate information in one place to streamline communications.
CRM and ATS are the co-stars of your blockbuster recruitment strategy, but they are far from the only important members of the cast. To sufficiently manage the recruitment workflow, you must look deeper. It may start with ATS and CRM, but it definitely does not end there. The plot that unfolds after identifying potential candidates is not simply an extension or aftermath of the search process. It is, in fact, the pivotal phase where the latent potential of candidates is nurtured and realized. Middle-office operations, for example, can generate critical efficiencies through digital onboarding. Digitizing streamlines the entire process, saving time and resources while also delivering a satisfying candidate experience. It's an innovative solution that optimizes productivity, reduces paperwork, and helps your placement agency keep pace in an industry that is rapidly embracing digital transformation.
As noted, placement data alone is worthless without a broader framework of performance analysis. Business intelligence (BI) has emerged as a crucial tool for assessing the health of a staffing firm's processes by translating data into actionable insights that drive growth and innovation.
Start by identifying what matters most in your recruitment process and where improvement will produce the biggest bang. Is it placement speed? Candidate quality? Client satisfaction? Once you've defined your KPIs, the next challenge is to translate these into reportable parameters. This step is crucial as it allows you to track, analyze, and improve your performance over time. For example, if you’ve settled on speed of placement as one of the “keyest” of KPIs, then 'time-to-fill' makes sense as a reportable parameter to focus on. If this time frame is longer than industry standards or your past performance, it's a signal for you to review and adjust your strategies.
Remember, the goal is not simply to measure performance but to see where improvement is needed and what steps are available to bring about that improvement. Continually ask, “Which triptych components can we tweak or lean into more heavily to get the results we want?” It is as much a function of the organizational structure as it is a recruitment strategy. Until you routinely hit your KPIs, you should be constantly adjusting workflow and processes. A process should always be work-in-progress until these KPIs are met and satisfied.
Technology can be a powerful tool for streamlining the contingent worker recruitment process, but it is important to remember that technology is only one part of the equation. Humans still play a vital role in the process, from sourcing and screening candidates to onboarding and managing them. ATS platforms can automate candidate sourcing, resume screening, interview scheduling, and other tasks, allowing recruiters to focus on more strategic tasks, such as building relationships with clients and candidates. As the contingent workforce continues to grow, agencies must invest in both technology and human skills that build relationships with clients and candidates.