The Recruiting Matrix

Recruiting is all about relationships. It is all about building enduring relationships with companies and with applicants. But often there is an unhealthy focus on filling the vacancy.

A major part of the reason is the recruitment sales model, which is sadly broken. Most recruiters are focused to get vacancies, then to get candidates, and then to close the deal. During this transactional approach, there is insufficient focus on developing meaningful relationships. And because of the model, if there is a change in either recruiter of company manager, the whole process is duplicated.

When I speak with other HR managers or hiring managers, there is an unanimous view that many recruiters are not interested or able to develop a consultative approach. There is little in terms of adding value and adopting a more considered approach.

For example, it would be an exception to the rule to meet a recruiter that asked me as part of the briefing what the outcome was of the exit interview. There is a general discussion, but no deep analysis or understanding of the trigger for the vacancy. In most of the cases, the recruiter is ready to present their shortlist. There have been a few times when I would even receive a number of CV's before the briefing, though the recruiter has never done any recruiting for the business. Very proactive but also perhaps just a little bit premature to demonstrate real consulting skills. The first step in consulting is to fully understand the problem.

Recruiters need to be able to reflect, develop and build contacts, have a real knowledge of their clients and most importantly, be a consultant by adding value to the recruitment process.

The following matrix highlights the considerable shift in relationship moving from just another supplier to being a true recruitment partner.

The key dynamic factors are being:

(a) Just another supplier

When you operate as Just another supplier, you are looking from the outside in, with standard pricing and your HR involvement is as supplier.

(b) A Preferred Supplier

As a Preferred Supplier, you have a feel for the business, with preferred pricing and a more formal relationship with HR and the business.

(c) A Sole Supplier

You have a good understanding of the business as a sole supplier, with a fixed cost pricing structure and seen as an extension of HR.

(d) A Recruitment Partner

The ultimate is where you are truly seen as a recruitment partner, you are part of the business, and operate as the Recruitment Manager, with recruiting viewed as an investment in human capital.

The relationship can best be depicted as an arrow as we aim for a strong partnership. The deeper the relationship, the more likely is the mutual benefit for both parties. We need to change our thinking, by bending ourselves.

There is a huge business cost in dealing with a large number of recruiters. In a previous company we were dealing with more than twenty recruiting companies! Every week I would meet with a different recruiter, either updating them on the business, or worse, having to explain the business to a new recruiter.

So here is a real challenge for each recruiter in 2010 - take a bit of time to see how much of your business is in the first or second columns, versus more value added relationships in the last two columns.

And for HR departments, if your recruitment budget is tight and you are dealing with a variety of recruiters, you may just be missing out on the great opportunity to have a real recruitment partner in your corner, helping you to attract and retain great talent.

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