March 23, 2016
Today, Brightmatter is announcing the relaunch of getTalent, a human resources and talent sourcing platform. Their updated platform has been dubbed the Marketo of talent sourcing, allowing recruiters and HR teams to not only gain better visibility into their candidate pools, but make it easier nurture those relationships. Unlike other recruiting platforms, getTalent is designed to focus on continuous relationship building with candidates rather than reactionary hires after a departure.
According to a study by Aberdeen Group, 75 percent of full-time employees still consider themselves to be passive job seekers. In other terms, if they right position crosses their path, they would be interested in learning more about it; however, they are not actively seeking roles on their own.
According to the DHI Hiring Indicators, DHI Group’s proprietary set of indices measuring average job vacancy duration and recruiting intensity, the average time-to-fill open positions in the U.S. reached record highs versus how it was done during the dot-com bubble of the 90s. According to GlassDoor, the entire hiring process on average will take between 13 and 17 business days. However, each hire is different, and for special cases they can stretch on for extended periods of time.
“Some may see our process as arduous, but its imperative that candidates have the opportunity to meet potential team members, managers, and learn the good, the bad, and the ugly about Blue Acorn and the position they are interviewing for. We can talk for hours about how much we each love working at Blue Acorn but the truth is no company or position is perfect. I want candidates to have a good idea of what the job entails and the challenges they will be expected to meet,” said Blue Acorn Director of Human Resources Tommye Priest.
For Charleston based Blue Acorn, their hiring process is very communication and relationship driven. In the past year they had 80 employees, and as of this week received commitment for their 133rd, which means they consistently have a large pipeline of candidates to interact with.
“When candidates apply for a position we try to communicate with them on a weekly basis. It’s important to start immediately with building a relationship and allowing them the opportunity to get to know Blue Acorn. We are respectful of the candidates time, anxiety level , and try to make the process as enjoyable as possible,” said Priest.
For organizations looking to hire only a few positions each year, the process often appears to be more reactionary.
“The majority of legacy corporate recruiting processes are transactional, meaning real-time recruitment based on current needs. Some recruiting teams are taking a more proactive approach to recruiting by building talent pipelines or and/or leveraging CRM solutions that allow them to stay in touch with talent and build relationships over time. This is particularly effective for niche and hard-to-fill roles, where you may have to build relationships over months or years before the all the variables align for a hire,” said Amplify Talent Founder Lars Schmidt.
Like getTalent, there are some platforms that focus on the long-tail side of hiring versus the reactionary ones.
“There are specific CRM’s built for recruiting like Avature and Smashfly, and we’re beginning to see this functionality work its way into the core Applicant Tracking Systems, or ATS, that most run most corporate recruiting team’s hiring engines,” said Schmidt.
Although most hiring teams typically use the same median to communicate open roles, either by email or phone, some platforms are getting more creative.
“We know email isn’t always the best choice to successfully connect with candidates, especially for millennials, who will make up 75 percent of the workforce by 2025,” said GetTalent General Manager. “With GetTalent, you can use the best engagement channel to connect with the right candidate leads. The end result is getting far greater visibility into which marketing methods work best in order to fine-tune your tactics.”
GetTalent was acquired by Dice (now DHI Group) in 2013 for an undisclosed amount of money.
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