At a time when millions of Americans are unemployed, businesses are finding it almost impossible to find new workers. You would think positions would be easy to fill given our economy has recovered just a little over half of the 22 million jobs lost during the coronavirus pandemic. But hiring isn’t easy, and the competition for those who do want to work is fierce. As companies move to address gaps in hiring, which leads to gaps in productivity, capacity and ultimately profitability, the role and responsibilities of marketing need to be clearly understood.
Recruitment marketing includes a broad list of connected tasks and strategies employed to provide an ongoing positive brand presence to job seekers. But who has the responsibilities connected to shaping and delivering that positive brand presence to current and future candidates? Marketing and brand strategy squarely sit with marketing, but HR owns hiring and recruiting in both knowledge and responsibility. So which department leads recruitment marketing and how can these two disciplines work together to provide recruitment leadership and successful staffing initiatives? Our take is that HR leads, but marketing plays a critical role. Here’s our recommended approach.
Activities better led by marketing:
- Design and delivery of the external brand
- Social media postings (brand/culture focused) and community management
- Outreach collateral (brochures, signage and exhibit elements, applications, culture books/videos… digital or otherwise)
Activities better led by H.R.
- Job descriptions
- Job-specific posts (LinkedIn, Indeed, etc.)
- Job-specific recruitment ads
- Reputation management on job review sites (Glassdoor, Comparably, etc.)
- Hiring manager and recruitment firm relationships
- Direct prospect management and candidate correspondence
While there is overlap and potential to work together on literally every element, this separation of responsibility offers a means to structure the work and relationship. Regular meetings should take place as well, depending on the level of activity.
In addition to these strategic and structural ideas, following are some recent findings to keep in mind when working through the growing issues of a tough hiring environment.
Intensely focus on Google
- Eighty-three percent of millennials are starting their job search on Google.
- 300 million Google searches a month are employment related.
Give internal candidates their due
- Internal mobility is up 20 percent since the onset of COVID-19, according to LinkedIn data.
- LinkedIn also reported on data showing that employees stay 41 percent longer at companies that hire internally compared to those that don’t.
Use Social Media
- Glassdoor states that 79 percent of job seekers use social media when conducting their job search.
- A study by the Aberdeen Group found that 73 percent of job seekers between the ages of 18 and 34 found their last job through social media.
Employment Value Proposition (EVP)
If you don’t have one, consider developing a formal, compelling “employment value proposition” to help in keeping your purpose and advantages top of mind. An EVP can include anything from advantages you want to provide in compensation and benefits to a strong commitment to career-development and internal advancement and/or building or delivering a reputation for stellar management and a rewarding culture.
Be prepared to pay more or wait for entry level employees
The $1.9 trillion COVID relief plan passed by Congress extended the $300 weekly federal payments to unemployed workers through September 2021. In many instances, entry-level, low wage and unskilled workers can make as much or more money staying home than taking a job. This really isn’t something a small business or a business in need of lower-wage employees can compete with.
Don’t ignore current employees as you try to add to the team
Finally, don’t lose sight of the importance of your current employees. According to Achievers Workforce Institute, an engagement and performance platform, over half of surveyed employees are planning on getting a new job this year, up from 35% last year. Do what you can to acknowledge and reward your best workers. Businesses understand that many of our most reliable and skilled workers are already employed and these employers won’t hesitate to make them a better offer if they can.
As our economy trends back up, the need for workers will follow and the resource gap will widen. Do what you can now to prepare and tell us what else you’re contemplating to address this rapidly intensifying challenge.