Why is MaHR so important in IT recruiting? / Hebrew

Short description

The author discusses how MarHR, an expert responsible for increasing the number of candidates, can create a marketing framework to attract the right IT candidates. This involves conducting an audit of the company’s HR brand, forming an employer value proposition and employee value model, and developing applicant journey maps and a communication strategy. The author also provides solutions to common problems in IT recruitment, such as errors in candidate search channels and vague job descriptions. To increase the recognition of the HR brand, the author suggests activities such as starting corporate blogs, creating HR landing pages, and participating in specialized events.

Why is MaHR so important in IT recruiting? / Hebrew

Author of the article: Kyrylo Lavrenyuk

IT HR business partner in Sberlogistics (e-com Sbera)

Let’s imagine for a moment that at the moment thousands of IT recruiters are looking for tens of thousands of IT experts. Of course, they do it most likely in the same labor market. It’s just that some recruiters do it more successfully, others less so. On the one hand, success depends on the company having competitive advantages in the labor market, for example: a well-known HR brand; excellent feedback about the company; interesting IT products; modern technological stack; high level of wages; etc. On the other hand, from the size of the pool of candidates who see your vacancy or purposefully want to get a job with you (that is, the wider the coverage of potential candidates, the larger the pool and the higher the probability of filling the necessary vacancies with the most suitable candidates as soon as possible).

Both the first success factor and the second, to one degree or another, lie in the functional plane of MarHR, that is, an expert responsible for processes related to increasing the number of candidates, increasing the conversion rate of recruitment and employee retention. In other words, MarHR creates processes and conditions that should contribute to the attraction of more relevant candidates and increase the loyalty and engagement of the company’s employees.

Before launching certain activities to address the above-described issues, MarHR should create some marketing framework. To do this, he must take the following steps:

  1. conduct an audit of the company’s HR brand. The step includes the following works: to investigate the perception of the company’s employees (online questionnaires, in-depth interviews, etc.); analyze reviews about the company in open sources; research the labor market and competitors; analyze the strengths and weaknesses of the company’s HR brand (for example, using the SWOT analysis tool);

  2. form an employer value proposition (EVP) and a typical employee value model. The step includes the following works: determine the target portrait of applicants; form an EVP (by proposing and testing hypotheses); to form a value model of the employee (by proposing and testing hypotheses);

  3. develop applicant journey maps (EJMs). The step includes the following works: to determine the zones of transformation of perceptions by employees of the HR brand at each stage of interaction; determine measures for the leveling of problem areas and the development of promising EJM areas;

  4. to form a communication strategy of the enterprise. The step includes the following works: define communication goals, build a tree of metrics and KPIs; determine communication channels; formulate communication messages; develop brand character and Tone of Voice; develop a visual concept of the HR brand.

This is necessary for the correct positioning of the enterprise in the labor market. An HR brand based on competitive advantages for a specific target audience (in our case for IT) and promoted through relevant channels allows attracting an increasing number of “right” candidates.

Next, we will look at examples of MarHR’s IT recruiting support.

Problem 1: Many candidates for the job, but no exits (irrelevant gap)

Reason: error regarding candidate search channels.

Decision:
MarHR, on the one hand, will help test marketing hypotheses regarding the selection of active channels for a specific target audience. On the other hand, evaluate the capacity of channels and their optimal conversion. In other words, MarHR fully participates in the formation of the recruiting strategy from the point of view of determining the employee’s search channels, and even the generation of an inbound surge for vacancies.

Reason: vague (unintelligible) job description.

Decision: MarHR is engaged in forming the correct image of the company on the labor market (including the creation of the correct text for the vacancy in terms of the description of the company, its products and the offer of the employer, as well as a unique visual of the vacancy). It is worth remembering that the candidate makes a decision to familiarize himself with the vacancy on the condition that he is not deterred by its visual, and the decision to communicate with the recruiter on the condition that he understands the technical content of the vacancy and that it is written concisely, competently, etc.

Reason: blurred (incorrect) description of the candidate’s profile.

Decision: Forming a candidate profile is not the task of MarHR, but rather it is the responsibility of the recruiter as part of the hiring manager’s briefing! However, marketing has a wealth of operational tools from the customer brief that can be incorporated into IT recruiter workflows to create marketable and comprehensible vacancies. The main thing is not to overdo it, because selling a vacancy is a difficult task, but it is almost impossible to keep an employee whose expectations and reality are strongly out of sync.

Reason: non-market job offer.

Decision: Of course, MarHR will not convert a non-market offer into a market offer. Probably, no matter how hard he tries to create a selling proposition within the vacancy, it will not become so for the banal reason of not meeting the minimum needs of the job candidate. However, MarHR can help determine the optimal (and preferably unusual) channels of their sourcing within the profile of candidates. It certainly won’t make it any easier for the IT recruiter in terms of rejections, but it will widen the gap for point sourcing. For this, it is possible, for example, to analyze the digital traces of those employees who agreed to the same non-market offer.

Reason: uninteresting IT products or technological stack.

Decision: By analogy with the previous decision! Remember that each vacancy has its own candidates.

Problem 2: There are few candidates for vacancies and no exits
(+ To the above reasons and solutions).

Reason: low recognition of the HR brand, lack of information about IT products

Decision: Increasing the recognition of the HR brand is a time-consuming and long-term process. However, there is a pool of activities that will allow you to quickly raise the popularity of the company. First, this can be done by increasing the number of quality information drives in the open access to the Internet (ie, publications that are read, cited, etc.). Secondly, due to the number of “visual” contacts with the company in the real world. To implement the first, the following activities can be recommended: start corporate blogs on habr.com, vc.ru, telegram, etc. be original and competently written); create and promote in search engines the company’s HR-landing, which will contain a short review about the company, products, work, etc.; promotional posts in profile channels describing, for example, interesting technological solutions within IT products. As for the second point, this is, of course, a story about participation in specialized events (conferences, forums, etc.) as speakers (a very good option is to select bright experts in the company, whose personal brand is just the right thing to “pump”). In addition to this type of activities, you can consider participating in them as sponsors (PS, in addition to conferences, etc., consider accelerators, regional and federal IT competitions, etc.). The most complex and effective activity is the creation of an expert group from a certain technological stack and organization within its framework of events (meetups, workshops, etc.) on behalf of the company (but again, this requires strong expertise in this technical field).

Reason: narrow coverage of the target audience by candidate search channels

Decision: The first thing to start with is the creation of the company’s HR landing page, which is convenient for closing leads from various promotions. The second (as you can easily guess!) is the launch of a promotional campaign on the Internet (for example, on job sites or in social networks) to generate new leads for specific vacancies (or simply on the HR landing page with posted company vacancies). This is a working tool for mass recruitment, but which gives a good result in terms of promoting the HR brand and increasing the reach of new target audiences. And here you 100% need the right EVP, which should find a response in interesting candidates.

Problem 3: Downward dynamics of the number of job candidates during mass recruitment for the same position (the candidate market is well vacuumed)

Reason: no new search channels

Decision: By analogy with the solution to the problem “Error in determining candidate search channels”.

Reason: lack of new leads through current candidate search channels

Decision: By analogy, solving the problem of “Narrow coverage of the target audience by candidate search channels.”

The time of unipolar thinking within a specific profession is coming to an end, and functions that aggregate tools from different professional fields are increasingly becoming a must-have in everyday work. Most importantly, such functions give competitive advantages to both the employee and the company as a whole. An IT recruiter using MarHR tools closes positions faster, produces better candidates, etc.

In conclusion, I would like to recommend you the free webinars of the Senior IT-Recruiter course from OTUS, which will be useful both for Senior IT-recruiters who want to learn about new opportunities and trends in the labor market, and for those who are just starting their career in IT -recruiting and wants to learn about career growth opportunities in this field.

You can register for webinars using the links below:

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