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"Get loud" about your recruitment success
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"Get loud" about your recruitment success
The most successful internal recruiters are often "invisible", but they need to become self-promoters to boost their career growth, says Dan Nuroo, recruitment manager for IT services company, DWS.
In corporate recruitment, he says in a recent blog post, it`s simply not true that "if you work hard, [and] do a great job, you`ll get noticed and you`ll get what you deserve".
Internal recruiters - compared to their agency counterparts - are often not as "salesy" or extroverted, but it is the "loud" people that attract attention, he told Recruiter Daily, noting that some years ago he worked with a self promoter - "the Australian version of Don King" - who convinced everyone he was great despite his results ultimately revealing the opposite.
"This guy told everyone how good he was; he sold everyone on his value proposition with such verve and conviction that they all believed it, without need for evidence."
Internal recruiters need to learn from this that "perception is reality" and ensure their achievements are obvious to senior management, Nuroo says.
He advises recruiters to send emails to the board and senior managers when they hit milestones, when they recruit a hard-to-find candidate, and when they use a new sourcing technique, such as Twitter.
For example, he says, DWS had outstanding success last year with its referral program, which it opened up to employees` partners, effectively doubling its "talent finders". (The company pays $4000 to successful referrers - half of which is paid when the candidate is hired and the other half at the end of the new hire`s probation period - and all referrers go into a draw to win an annual prize.)
It also ran a film festival where employees posted videos on YouTube about "what it`s like to work for DWS", with a prize worth $10,000 for the winner (the video with the most hits).
Nuroo recommends involving everyone in the company in recruiting and showing how much value - and money - internal recruiters add to the business.
This might include demonstrating how much they`ve saved in agency fees, showing how much faster they fill roles using the company`s talent pool, promoting redeployment activities or highlighting a new screening process.
When Nuroo realised the importance of being "loud" about recruitment, he says, "people started to pay attention; decision makers started consulting me on the way the business should be heading.
"The value add was seen and noticed, not without its detractors I must add, but the change was significant.
"Recruitment eventually gained independence from the clutches of HR and we got our own seat at the executive table," he adds.
Source:
http://www.recruiterdaily.com.au/nl06_news_selected.php?act=2&stream=All&selkey=
In corporate recruitment, he says in a recent blog post, it`s simply not true that "if you work hard, [and] do a great job, you`ll get noticed and you`ll get what you deserve".
Internal recruiters - compared to their agency counterparts - are often not as "salesy" or extroverted, but it is the "loud" people that attract attention, he told Recruiter Daily, noting that some years ago he worked with a self promoter - "the Australian version of Don King" - who convinced everyone he was great despite his results ultimately revealing the opposite.
"This guy told everyone how good he was; he sold everyone on his value proposition with such verve and conviction that they all believed it, without need for evidence."
Internal recruiters need to learn from this that "perception is reality" and ensure their achievements are obvious to senior management, Nuroo says.
He advises recruiters to send emails to the board and senior managers when they hit milestones, when they recruit a hard-to-find candidate, and when they use a new sourcing technique, such as Twitter.
For example, he says, DWS had outstanding success last year with its referral program, which it opened up to employees` partners, effectively doubling its "talent finders". (The company pays $4000 to successful referrers - half of which is paid when the candidate is hired and the other half at the end of the new hire`s probation period - and all referrers go into a draw to win an annual prize.)
It also ran a film festival where employees posted videos on YouTube about "what it`s like to work for DWS", with a prize worth $10,000 for the winner (the video with the most hits).
Nuroo recommends involving everyone in the company in recruiting and showing how much value - and money - internal recruiters add to the business.
This might include demonstrating how much they`ve saved in agency fees, showing how much faster they fill roles using the company`s talent pool, promoting redeployment activities or highlighting a new screening process.
When Nuroo realised the importance of being "loud" about recruitment, he says, "people started to pay attention; decision makers started consulting me on the way the business should be heading.
"The value add was seen and noticed, not without its detractors I must add, but the change was significant.
"Recruitment eventually gained independence from the clutches of HR and we got our own seat at the executive table," he adds.
Source:
http://www.recruiterdaily.com.au/nl06_news_selected.php?act=2&stream=All&selkey=
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