Research and recruitment: making the unknown, known.
People are the most important part of any organisation.
A clichéd notion, perhaps, but true in most circumstances (unless the organisation in question happens to be Scrooge Ltd).
Having the best people in place for every role should be the goal for any employer. However, the reality is that it takes effort to locate and attract the best talent. When you factor in the ongoing engagement efforts to retain this talent, hiring the best people becomes a major challenge.
Despite the growth of available data and communication networks, traditional resourcing teams have not always evolved to maximise their own effectiveness in this area. They continue to use tired, reactive, contingent recruitment methods. This is true of many employers, across the globe, for all levels and role types. There is a better solution.
Proactive research elevates the process of attracting the best talent.
For most hiring organisations, research is an untapped recruitment methodology. This is surprising when you consider its three main benefits:
- Research can locate rarefied expertise
- It does so in an accelerated time
- Cost of hire is significantly reduced
Ultimately, the more facts that a decision maker has access to, the more effectively they can act. If this isn't enough to excite a hiring manager, research data can also help to develop a targeted Employee Value Proposition (EVP) and enhance internal recruitment team efforts, freeing up the time of non-specialists. Both for now and future talent pipelining.
There are wider corporate applications too. This intelligence can be used across departments, aligning sales and marketing strategies - stay tuned for a future blog post on this topic.
Locating the best people “IN” the market, not “ON” the market: means finding people who haven’t made their presence known or have a limited digital footprint. These passive candidates require a communication process that uses sophisticated, persuasive and personalised messages to engage them in a way that promotes positive action. Extensive research looks beyond those people that have already made themselves available, and provides information that builds the foundation of meaningful career conversations.
In the words of Donald Rumsfeld: "There are known knowns… there are known unknowns…and finally there are unknown unknowns".
We still don’t know what he was talking about, exactly, but Factology likes to think he was relating to the challenge of finding the best talent.
After all, most organisations who are seeking scarce talent already know about the known quantities, yet they are still searching. As a result, they may conclude that they know there is further unknown talent, only it’s seemingly hidden in locations that they're unable to access. Then the unknown unknowns. These usually represent unexpected or unforeseeable conditions, or risk. In this case the inability to recruit and grow effectively. They seemingly make the case that it is impossible to engage the best people.
The facts of research provide the solution to all of these scenarios.
Mapping the market with thoroughness will determine more of the known known quantities, supercharging ongoing recruitment efforts. Online and offline methods analysing a broader cross section of the market will tap into the known unknowns. The unknown unknowns now become a vessel of absolute truth rather than a risk. With the market fully mapped, you will see more talent, more readily.