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Sourcing

Definition:
Sourcing, a highly specialized recruiting function, is proactive searching for – both passive and active job seeking - qualified candidates for existing or planned open employment positions, with the objective to accumulate relevant information regarding these candidates, such as names, titles as well as job responsibilities.

Sourcing Service G-HRM-A consultants can provide:
• Insights - quality and quantity - objectives of sourcing processes options (results, time schedule, cost)
• (Assisting in) composing the candidate profile
• Mobilizing passive job seekers, creating more prospects
• Locating exceptional talented and specific expertise candidates (based on given profile)
• Anonymously targeted approach of known possible candidates (f.e of competitors
• Develop and manage a lasting, high-calibre pipeline of prospective candidates
• Combine sourcing assignments with reactive methods to generate more potential candidates
• Pre-screening of sourced candidates to determine capability and interest
• Counselling, adding value to organization by sharing recruitment intelligence

The main goal in candidate sourcing is to reach and activate passive job seekers (as well as active jobseekers) and to get engaged with prospective candidates to generate a list of possible best candidates.

Professional sourcing consultants will put value to organizations by building affordable knowledge, developing checklists for future hiring, creating referrals, as well as drawing up local and market hiring need and settlement. Additionally, sourcing specialists will certainly frequently consult with employers to reduce recruitment prices and layout as well as carry out effective employment methods.

In proper candidate sourcing the practical funneling figures - although immensely depending on the position – usually could be like to rely on a 200 identified filtered to 100 to be contacted for a dialogue to select the best candidates based on interest and aptitude, a process that will deliver minimum 5 top candidates for the extensive continuation of the recruitment procedure. In sourcing - although often there will be a direct (phone) contact – can broadly split into two main areas;
• Candidate sourcing
Candidate sourcing is typically an activity that is intended to deliver a list of a determined number of potentially suitable candidates by name, current job title, current job function and contact information
• Candidate sourcing & profiling (candidate pre-screening)
Contact sourced candidates to initiate a (telephone) dialogue with the objective of pre-screening the candidate against the job requirements and evaluating the interest level in new job opportunity.

Sourcing for candidates refers to pro-actively identifying individuals who are either
a) not actively seeking for job opportunities (passive candidates) or
b) candidates who are actively searching for job possibilities (active candidates), In this recruitment sourcing will use following techniques;
• Recruitment candidate databases
• Job boards resume databases
• Industry / profession (memberships) listings
• Internet research, utilizing advanced Boolean search strings and (data) scraping applications to identify candidates by uncovering talent on the internet (LinkedIn and other social networks, forums, alumni groups, blogs seminar / conference / exhibition attendee lists, personal home pages etc.).
• "Telephone sourcing" or cold calling into organizations that may include individuals that match the key needs of the position
• Events and virtual networking to find candidates

Reactive techniques, are in principle no candidate sourcing as it is unlikely that these methods will attain prospective passive candidates although the method can still lead to a successful placement. In general it is just a hope-based strategy and reach only a small percentage of the job seekers but leaves the casually, passively or not looking for a new employment out - in essence these reactive methods are missing over 85% of the workforce.
Reactive methods are essentially a low level recruitment effort, and nevertheless they can generate in certain (!) situation matching candidates, such as by;
• Traditional advertising
Newspapers, specialist and professional publications, internal organisational publications and job centres will give a large and/or specific reach, can attract an stunning quality response, adverts will boost the company’s profile but the downside is; advertising space is rather expensive and positioning and advert size is is a determining factor, risk of overwhelming non quality applications. Additionally, most people have tune out advertisement of any kind.
• Internet Job Posting
Job openings can be published on company web site and/or on dedicated, specialized recruitment employment internet sites; which only will attract job seeking candidates and by their high number of vacancies as well as the simple and fast response systems they will certainly enhance the amount| quantity of inappropriate applicants.
• Hiring recruitment expertise
Professional like GHRMA consultants that operate in particular fields of expertise can usually reach a greater number of prospective candidates through their understanding of the recruitment market and recruitment skills as well as will have access to (specialist) candidate databases
• Recruitment or career fairs
Are mostly organized to recruit graduates and postgraduates.
• Open Days
If correctly promoted open days can be an effective method| means} of to bring in a high quantity of candidates. Those prospects participating in an open day, are interested and in the a position as well as will have some understanding of the organization and sector
• Employee recommendations / referrals
Existing employees may know potential candidates. Employee referrals may not always a be the most appropriate and desirable solution if the financial reward prevails; disrupted relationships after rejections, below-average quality candidates, not controllable, and is not for top positions.

Sourcing Best Practices
Candidate sourcing is very time consuming need to be absolutely aligned with recruiting strategy basics and GHRMA do the following recommendations. 
✔ Refuse hopeless recruitment assignments
If the proposition is unattractive and impossible to interest suitable qualified candidates - is sourcing unprofitable and leads to reputational damage
✔ Invest in sourcing
For the majority of the higher and unique positions it has great advantages over job posting; more selective and control in quantity and qualifications, social engagement and building at the same time a “passive” talent pool.
✔ sourcing function is success critical but time consuming
A ratio of 2:1, 2 sourcing consultants to support 1 recruitment consultant is quite normal
✔ Understand the competition within the labour market
Find the unique selling points of a position and be sure communication is excellent as the competition must be beaten.
✔ Test and control candidate sourcing result
Sourcing needs to be done by highly specialized sourcing professionals which are capable to fully reap the benefits of sourcing (controllable, limited but quality list of cost-effective and cost- effective)
✔ Manage and adjust sourcing process to get better outcomes
An advantage is of the sourcing process is scalability and can be tuned - start small and test and adjust. Concentrate on the most productive and quality channels.
✔ Source overachievers which are not actively seeking a new employment
They could be the best candidates and could be open for attractive positions, especially if they are personally invited
✔ Finding and hiring talented employees of similar organization/positions
It is common practice and promoting proven performers is faster, less expensive and less risky.
✔ Focus on Job entails
Job descriptions are too formal and could distract, best candidates do want to explore, be successful and desire growth opportunities. Simply define target candidate
✔ Strong opening pitch
Attract interest in every possible contact – Are you open to a new challenging that is superior of what you are doing today?
✔ Engage prospective candidates
Socialize use the phone but use also other methods, like Facebook messages, LinkedIn and/or Facebook group discussions tweets and direct messages, and just start dialogues by emailing
✔ Write compelling advertising
Avoid lists and the standard dull writing, ads require imaginative titles and a content that describes just what the individual will be doing, discovering and becoming.
✔ Build sourced talent pools
Determine your most important and frequently recruited roles and begin building talent pools for subsequent use.
✔ Examine the resume files of highest performers
Perhaps their backgrounds are different than the profiles your hiring manager is currently using.
✔ Consider appropriate feeder roles
The job your prime candidate may have held a year or two prior and look to your competitors who employ people in those positions.
✔ Outsource
Contract out critical and high specialists tasks for additional expertise, to gain an objective view of current processes and receive better outcomes.