Free Workshop: Success in corporate recruitment (2015 update)

workshop
Success in
Corporate Recruitment
by
Alexander Crépin
recruitment strategist, trainer & freelance, interim recruiter
Alexander Crépin for inspiration, innovation & results
Alexander Crépin AC@Recruitmentcoach.nl

What is
about

Traditional recruitment:
HR to get talent inside the company
as quickly & cost-effectively as possible
to fill permanent employment vacancies

Todays business context has changed (1):
Change is the new normal
Fragmenting (global) markets with increasingly
dynamic product life cycles
The accelerated pace of business is forcing
companies to consequently evolve their
business models, strategies & key initiatives

Scalability, agility & alignment have become
major competitive issues to look after
The process of anticipating changing circumstances is
perpetual. To be able to anticipate talent needs, optimize
a talented workforce, is key to business success

Scalability, agility & alignment have become major competitive issues to look after.
Today, success requires the ability to have:
on demand, timely qualified talent supply!
the right type of workers, doing the right work at the right time at the right cost

Todays career context has changed as well (a):
Traditional Career Pattern is over
Life Time Employment
20th century
Birth School Profession Professional edu Working & Training Pension
Life time employment
Job 1 Job 2 Job 3 Job 4
Assessment & choice

Life cycle of jobs is shortening
increasing labor market dynamics:
jobs come & go
Todays career context has changed as well (b):

Today careers are a 4 decades journey
in which people change jobs 15 or more times
Birth
School
Work
Work
Work
Training
Education
Training
Training
Education
PensionSabbatical
Work

Today careers, required mind set
• Career paths less linear
• Careers less organizational, more employers
• Future employability less certain
• Blended careers, permanent & contingent periods
• End of job, exit = new phase in talent relationship
• “Returning” to previous employers becoming “normal”
being employed several times, but not sequentially

Contemporary

Contemporary recruitment:
Recruiting specialists driving
positive business outcomes by
ensuring timely external supply of
well-qualified talent (attitude, skills & experience)
the right type of workers, doing the right work at the right time at the right cost

Contemporary recruitment:
o making a continuous, long-term investment
o to build a high quality & flexible workforce
o capable of accomplishing the organization’s
mission now & in the future

versus
Traditional, Reactive
o Vacancy driven
o HR, generalist
o Use the job description
o Advertising paper, internet
o Printed, paid media
o Create a new brochure
o Sit back and wait
Today, Proactive
o Business driven talent supply
o Recruiting & Sourcing Specialists
o Data Driven Analytic Hiring
to find the best talent
to search (cost) effectively
to reach & engage them
o Omni media, paid,owned ,earned
o Job & Employer Branding
o Talent Scouting is everyone’s job!

Employer branding
Job branding
Target Talent Community Management
Candidate Relationship Management
Campus Recruitment
Internship Programs
Alumni Management
Talent Intelligence (Re) Search
Talent Engagement
Talent (Pre) Selection
Talent Assessment
Talent On Boarding
Recruitment Vendor & Partner Management
Recruitment Operations Support
HR alignment
Business Account Management
Talent Pipeline Building
Talent SearchWorkforce forecasting

Corporate Recruitment Context
- Workforce model
- HR & Recruiting analytics
- Type / level of hires
- Employee turnover
- Vacancies volume ( forecast / outlook)
- Timing, when to hire?
- Location(s)
- Employment market situation
- Quality & quantity of talent pipeline
- Engagement & selection skills of hiring managers
- Talent scouting culture, in-company referrals
- Employer EOC position, quality of HR
- Pay, compensation & benefits
- Recruitment partners...........

Recruitment strategy
Sub strategies
Operations strategy Execution of processes, goals, metrics
Service / Account strategy Towards hiring managers, HR & candidates
Workforce strategy Workforce (segmentation)
Sourcing strategy How to source, which tools to use
Partner strategy Outsourcing & recruiting agencies
Selection strategy Which selection method, criteria & tools
Cost strategy Allocation, whose budget & internal pricing

Recruitment strategy
Related strategies
• HR, Talent & Workforce strategy
• Marketing / Branding strategy
• Social media strategy
• Customer Service strategy
• ICT / Data strategy
• Operations strategy
• Total Quality strategy
• R&D, Innovation strategy

Success enablers
A. Talent Management Strategy
B. Professional Recruitment Process
C. Data & Analytics hiring Intelligence
D. Professional Recruiting Capabilities
E. Interesting, attractive company
F. Talent Acquisition culture

A. Talent management strategy (1)
• Alignment of Business Strategy, Culture & Talent
• Critical skill sets & experience defined (profiling)
• Competitive pay & benefits
• Ambitious & transparent performance standards
• Shared development responsibility of company &
individual (associated) talent

A. Talent management strategy (2)
• Workforce (segmentation) model
• Internal & external mobility, + retention
• life-time employment and/or life-time talent relation
• Time & budget for Talent Management
• Diversity & opportunity driven
• Talent scouting culture, everybody always on the
lookout for talent

B. Professional Recruitment Process (1)
• Streamlined, transparent, timely & efficient
• Data Driven with human, personal touch
• Offering an excellent Candidate Experience
• Clear policies for all involved
• Clear roles hiring managers, HR, recruitment,
purchasing & external service providers
• Hiring Help Desk (HHD) Candidate & Hiring managers

B. Professional Recruitment Process (2)
• Integrated (cloud) recruiting technology platform
• Real-time monitoring of recruiting process status
• Authentic Co-branding with marketing
• Employees & Stakeholders referral optimization
• Annual review of entire recruitment process, metric
driven
• Governance & compliance internally & externally,
globally & locally

Resources available (1):
• Recruiting process maps, workflows
• (Digital) recruiting policies & checklists
• (Digital) forms & templates
• (Digital) candidate information, employer branding
brochures, PPT´s, video etc.
• Referral recruitment policy & process map
• E-learning, interview / selection training

Resources available (2):
• Library of (behaviorally-based) interview questions
• Interview (evaluation) guide
• Onboarding guide
• Recruiting partners list & pricing & service metrics
• Social media networks

SupportingTools (1) :
• (Digital) forms & templates
• Vacancy / job publication / distribution tool(s)
• Website & social media presence
• Candidate pipeline / pool access
• Online application, career pages
• Sourcing, Talent web (social) big data search software
• Dashboard for real time monitoring

SupportingTools (2):
• Online real time interview/contact scheduling
• Online testing / assessment
• Video conferencing (Skype, Google Hangout etc.)
• Assessment (day) setup
• Reference check
• Real time service / Hiring Help Desk (HHD)

B. Recruitment Process Steps: EPASHIER
• E-branding ( Employer Branding, Employer of Choice strategy)
• Planning ( HR workforce forecast )
• Acquisition ( 7 steps i-process )
• Selecting ( interviewing & assessment of candidates )
• Hiring ( making a suitable offer to accept )
• Integrating ( on boarding, getting started )
• Engaging ( alumni relations, life time talent relationship building )
• Reviewing ( continuous learning & improving processes & skills )

Professional Recruitment Process: EPASHIER
• Employer branding - Employer of choice strategy
Attracting Target Talent
AND
Being found & “liked” by Target Talent

E-Branding: Building positive awareness,
company image & reputation
Answers: Why to work for you?
Attracting by showing, telling & sharing:
• what you do (strategy)
• how you do it (values)
• why you do what you do (believes)
• what you have to offer (Employment Value Position)

E-Branding: Employer Value Proposition

E-Branding: to differentiate
• conducting a competitive labour market
analysis, gathering competitive intelligence
• countering competitor’s moves, whenever
improving their recruiting approach

Excellent candidate experience
• Focus on transparent process, zero fault
• Focus on communication, engaging, reaching
out & ensuring no misunderstandings
• Be available, approachable & responsive (HHD)
• Offer user friendly “simple” systems
• Use a professional selection methodology
• Ensure a short time to hire
• Offer excellent tailor made onboarding

Being found
• SEO, search engine optimization
• Being there where your talents are, (social media)
networking
• Being looked for, offer what is desired
• Market intelligence, ensuring opportunities to meet
target talent in all stages of the labour supply chain
• Excellent, engaging career (landing) page / website,
ensuring top first impressions

• E-branding ( Employer Branding, EoC strategy)
• planning ( HR workforce forecast )

Workforce forecasting & planning
Identify probable workforce scenarios
based on short, medium & long term business
strategy, projects & trends in (labour) markets &
technology
To ensure the more accuracy in hiring
o Right number of people
o Right kind of people
o At the Right time
o At the Right place
o Doing the Right things at the Right costs to hire & retain

Workforce planning*
I. Define workforce configuration (competencies, skills,
diversity, experience, type of contract/working relationship)
II. Define workforce requirements (headcount)
III. Analyze internal & external talent supply
IV. Define (annual) recruitment need (or downsizing)
V. Develop resourcing strategy (with business management)
* in close collaboration with HR (data analysts) & business management

I. Workforce configuration (a)
Identify
• critical & core types of talent (profiling personas)
• the more supportive, “do-er” types of talent
• connected specialized talent
Understanding their added value, unique differences & labour market
position to ensure that the Employment Value Proposition fits

I. Workforce configuration (b)
Identify
• Starters managerial
• Starters professional
• Starters operational
• Experienced workers
• Managers / leaders
• Executives
Ensuring diversity & demographic balance

I. Workforce configuration (c)
Agile workforce model
o Dynamics of todays business world
o Remaining flexible when future turns out
to be different than anticipated

I. Workforce Agility
Internal factors affecting planning
o Sales and production forecasts
o Effects of investments in technological change on task needs
o Available budget
o Variations in efficiency, productivity, flexibility of labour (training,
development, organizational change, etc.)
o Existing organisational structure, how production is organised
(e.g. cells, teams, production lines)
o Changes in employment practices (e.g. use of subcontractors or
agency staffs, hiving-off tasks, buying in, substitution, etc.)

I. Workforce Agility
External factors affecting planning
o Market demand
o Labour market trends
o Economic conditions (weak or strong economy & wage levels)
o Social & political change (demographic factors & legislation)
o Local factors (labour market, transport, quality of schools etc.)
o Variations, which respond to new legislation (payroll taxes or
their abolition, new health & safety requirements etc.)
o Changes in Government policies (investment incentives, regional
or trade grants, etc.)

I. Workforce configuration (c)
Agile workforce model
• Permanent staff, employees, critical & core staff
• Contingent staff & connected specialists
o temporary employees
o casual workers
o independent contractors, freelance staff
o consultants, specialists
o alumni
o project-based resources
o all other working, value adding connected talent

The world is becoming too fast,
too complex & too networked
for any company to have all the
answers inside ….
(Yochai Benkler)
Connected specialized talent

Contingent worker arrangements driven by
talent supply flexibility, workforce scalability:
– Seasonal / periodic fluctuations or demands
– Filling of temporary vacancies
– Specific tasks of limited duration
– Flexibility working arrangement needs of talent
+
– Perceived cost savings
– Reduction in obligations

II. Workforce requirements permanent & contingent staff
Qualitative forecasting
Identify future & present needs: Skills, Competencies , Know how, Experience
Critical & Core talent (permanent staff profiling)
Quantitative forecasting
How many of each type of talent (profiles, permanent + contingent staff) where &
when at what cost?
Internal & external labor market analysis
How will talent supply & demand develop, where is the “war for talent”

Anticipating workforce mobility/turn over:
Planned
The needs for new personnel arising from planned changes in organization & retirement
Predictable
Those movements in personnel, which can be predicted on basis of strategy & ambition,
plans & (labour) market trends
Unexpected
Resignation, deaths, accidents, illness, customer problems give rise to unexpected needs

Labor market intelligence
How to get greater visibility & insight
where to find target critical & core talent?
• Internet search techniques
• Social media networks
• Market intelligence companies
• Employee networks
• Professional associations & networks
• University Alumni
• Competitors
• Etc.

IV. Defining (annual) recruitment need
• Permanent, critical & core staff
Starters managerial, professional, operational - Experienced workers - Managers / leaders
• Contingent, flex staff
What to start doing proactively ?
Who does take care of supply permanent
and/or contingent staff?

Traditional corporate recruiting focus:
permanent critical & core workers
Contemporary recruiting focus:
more integrated, priority is on demand,
timely top talent supply, type of labour
contract less important

• acquisition
• intake
• introduce
• intelligence
• identify
• interact & involve
• introduce
• inform
7i

Talent Acquisition Challenge:
Getting the best possible talent interested to work for you
Passive candidates not looking for a new job opportunity
+
Active candidates looking for a new job opportunity

Talent Acquisition Strategy
• Permanent and/or contingent staff
• Vacancies driven
• Filling the Talent Pipeline
• In-house and/or by using specialized
partners

Talent Acquisition Focus (example)
• Permanent staff
- Experienced workers
- Managers / leaders
• Connected specialists
- Experienced freelance professionals

Acquisition = 7-i ( integrated 6 steps + 1 process)
• intake with hiring manager(s)
• introducing & branding job opportunity
• intelligence, searching, finding target talent, in- & outside
• identifying, sourcing, qualifying, screening talent
• interacting & involving talent
• introducing talent to hiring manager(s)
+
• informing transparency & reporting throughout process

intake with hiring manager(s)
The right starting point is crucial!!!!
• Realistic profile (internal & external benchmark +
Turnover & Promotion analysis )
• No purple squirrels
• No copy paste
• Ensuring internal opportunity / succession first
• Hire for attitude & Train for skills?
• Getting Hiring Managers commitment for follow-up

intake with hiring manager(s)
• Vacancy / job & candidate profile(s) + comp & ben.
• Priority / urgency
• Who to target: who are the best & brightest candidates
• Readymade hiring from labour market possible or is
investment in training & development required?
• Actual external market situation (talent shortage Y/N)
• Actual internal & external talent pipeline check
• Planned action & timing, lock key dates in calendars
• Budget

introducing opportunity (job branding)
• Collect and/or analyze market data
• Define target labor market segments
• Define labor market differentiators
• Define communication (form & channels)
• Define partners, network job ambassadors
• Distribute customized profile
• Monitor success

intelligence, searching, finding talent
• Using the digital footprints
• Internet is the best real time talent pool
• Leverage deep human capital data internal &
external (ATS data, resumes & detailed social media profiles)
• Searching, data mining is specialist work!

• Target talent map regardless of employment status
• Define targets in market ( list & blacklist companies)
• Create queries, critical candidate qualification variables
• Text data mining, deriving high-quality info from text
• Search, research, test & refine search queries
• Use purpose-built sourcing & matching tools
• Contact network for candidate leads

• Reactive, vacancy driven
• Pro-active, filling the talent pipeline
Workforce forecast based
Getting to know the well-qualified, target talent early on, when you don’t need
them yet!
Make long list

potential
performance
Problem
Cases
To Early to Judge
Meeting
Requirements
Effective
Performers
Acknowledged
Talent
Irreplaceable
Professionals
High Performers
High Potentials
well-qualified candidates

identifying, sourcing, pre-screening
• Check candidate information by contacting the
candidate by e-mail, phone, chat etc.
• Get additional information on education,
experience, etc.
• Turn long list into short list
• Remember this is candidate experience start!
• Only 1 chance to make good impression!

identifying, sourcing, qualifying talent
Analyse long list short list:
• not qualified
• not qualified for X but may be for Y
• not qualified yet, but interesting in future
• qualified to introduce to hiring manager
Each type to be addressed engagingly for an
excellent candidate experience reputation

interacting & involving talent
• Listening to, exploring candidate´s position
• Matching candidate ambitions & qualifications
& company career options
• `Selling` the company & the job, engage & offer
a realistic challenging career perspective
• Answering questions about profile & process
• Make candidate summary

introducing talent to hiring manager(s)
• Inform hiring manager on progress
• Ensure candidate timely follow-up
• Check scheduled data for meeting candidates
• Provide candidate summaries + resumes
• Discuss candidates

informing communicating with all involved
Never forget the human factor:
Communicate throughout the process for a
positive, engaging experience
It will make you an Employer of Choice!
Transparency in recruiting team & for candidates, hiring
managers & HR saves time & frustration!

• acquisition ( 6 i-process )
• selecting ( interviewing & assessment of candidates )

Selecting
• Hire for short and/or long term, for attitude or skills?
Is this the person that will get the job done?
Will this person be able to add value in the long term?
• Is this talent aligned with culture & business goals?
How to know this?
• Assessment (Interviewing, testing, probation period, ……..)
• Recommendations,reference checks
Who decides?
• Jobholder? HR? Team? Board? External specialist?
Recruiter ensures a professional selection process

Selecting: Quality of hire indicators:
• Employee attrition
• Performance ratings
• Hiring manager opinion about employee performance
• Deemed “promotable” to a higher level job
• Rate of promotion
• 360 degree feedback results
• Recognition received
• Productivity development
• Absenteeism

• hiring ( making a suitable offer to accept )

Hiring process
• Making a suitable offer
• Making the offer in time
• Ensure pay level is realistic, market competitive
• Ensure bandwidth for negotiations
• Selling the offer
• Check acceptance level
Recruiter ensures a professional closure process

• Integrating ( on boarding, getting started in a structured manner )

Integrating talent in the organisation
• On boarding, getting started
• Ensure a program, mentor & HR coach
• Ensuring that expectations are being monitored
• Ensuring that talent won’t be disappointed
• Monitor engagement & check progress in job (app)
Recruitment metric, the percentage of hires that leave
within 16 months is low

• integrating ( on boarding, getting started )
• engaging ( alumni relations, life time talent relationship building )

Engagement of qualified Talent is a
bottom line issue
Ensuring instant access to qualified
talent for on demand, timely talent
supply
Enabling scalability, agility & alignment of
business operations

Engaging talent
Building Life Time Talent Relationships!
• Alumni
• Target qualified talents, connected specialists
Building a qualified Talent Pipeline
Ensuring continuous supply of qualified talent!

Life Time Talent Relationships
are replacing Life Time Employment
Being engaged & connected = win - win:
- timely labor supply for employers &
- timely employment for workers!

Talent Pipeline
A Talent network of Connected Talents
pre-screened, qualified candidates, immediately
to contact, to communicate with regarding all
kind of upcoming permanent or temporary career
/ work opportunities

All pre-qualified are Talent Pipeline input!
• not qualified for X but may be for Y
• not qualified yet, but interesting in future
• qualified to introduce to hiring manager
Each type to be addressed engagingly for an excellent
candidate experience & willingness to become a
member of the company talent network (the
talent pipeline) !

Talent engagement & Company Website
Corporate career site as talent network /
community platform
Alternatives: Social networks like Linkedin & Facebook

• e-branding ( employer branding, employer of choice strategy)
• planning ( hr workforce forecast )
• acquisition ( 7 steps i-process )
• integrating ( on boarding, getting started )
• engaging ( alumni relations, life time talent relationship building )

Reviewing recruiting process continuously
- Monitor process via dashboard
- Survey every vacancy
- Evaluate Hiring Help Desk findings
- Report periodically
- Refine process per type of job, per target
group, per region, per country
- Explore improving balance in Strategy,
Technology, Tools, People, Process & Budget

Professional Recruitment Process
• E-branding
• Planning
• Acquisition
• Selecting
• Hiring
• Integrating
• Engaging
• Reviewing
= Teamwork !

Success enablers
C. Data / Analytics for hiring Intelligence

C. Data Driven Hiring
Knowing before doing, from reactive to pro-
active smart recruiting
o Using HRIS / ATS data (history)
o Using internet / social media real time data
o Quality of data, Smart data
o Analyzing tools & technologies (robust, scalable &
capable of being deployed quickly)
o Making a journey from reporting, mining & analyzing,
simulating & predicting to optimizing, top class

C. Data Driven Hiring
o HR Workforce forecasting, succession planning
o Data mining internally for search & selection profile
o Data mining externally, searching & matching talent
o Data for Market mapping & Talent Mapping
o Data for interviewing & selection
o Data to e-verify
o Data for onboarding monitoring
o Process data transparency, monitoring & reviewing
o Dialogue for fact driven, human focus, top class hiring

Success enablers
C. Data & Analytics for hiring Intelligence

• Hiring managers
- profiling - selling
- assessing, interviewing - selecting
- engaging - forecasting
• HR business partners
- profiling - forecasting
- assessing, interviewing - selecting
- coaching - monitoring

• Recruiters
- planning & organizing - project management
- analyzing - screening & assessing
- searching - branding
- engaging & selling - networking
- communicating - helping, servicing, informing
- cross-functional collaboration
• Sourcing specialists
- complex search - algorithm development
- analyzing Big Data - reporting
- screening - candidate qualification / matching
- networking - phone search / screen / sell

Recruitment areas of expertise :
• Process management - demand & supply, candidate journey
• Project management - planning of timely supply
• HR - workforce planning, profiling, pay levels
• ICT / Big Data - data crunching, talent market intelligence
• Marketing - branding, DM, engaging, CRM
• Sales - selling organization & job, career option
• Psychology - (pre-) selecting, interviewing
• Customer Service - hiring manager & talent, service orientation
• Vendor Management- recruiting, sourcing & assessment agencies

21st century all-in-1 recruiter profile:
- (Marketing) Communication savvy
- Creative, open to try
- Excellent online networking
- Search Systems savvy
- Data analysis expert
- Social Media savvy
- Community expert
- Service orientation
- Engaging trust agent
- Ambassador
- Team player
- Long term focus

A happy corporate recruiter
Knows what makes candidates happy
Shares with the jobholder how to get
happy candidates
Finds candidates who are happy in their jobs
Shows them a different perspective, makes
them feel not so happy
Offers them a great opportunity that will
make them happy again
Makes the jobholder feel happy
Everybody happy!

Recruiters add value
by structurally improving companies
- agility
- competitive talent advantage
by offering opportunities to talents
- to build valuable lasting relationships
- to work & to earn a living

Recruiting metric challenges
• Time to Hire
• Candidate Experience
• Hiring Manager Satisfaction
• Amount of contacts to make hire decision
• Quality of Hire
• Promotions of new hires in first 24 months
• (In)Voluntary turnover in first 16 months
• Employee referral output
• Cost per Hire / Recruiting ROI
• Employer Branding Target EOC score
• Employee morale
• Business results
Powered by technology & top specialists

D. Attractive company
Company image & reputation
nr 1 reason to accept job offer!
The job comes 2nd & the manager 3rd.

Employer Brand
a collection of perceptions
as a “great place to work”
in the mind of (target) talent &
employees

D. Attractive company
1. Interesting products, markets
2. Interesting employer
3. Challenging future
4. Interesting jobs, career options

Employer Attractiveness Dimensions
Interest Value: The extent to which there is attraction
because of the excitement & creativity of the
work environment
Social Value: Attraction based on a collegial work
environment with an inspiring constructive
team atmosphere
Economic Value: Attraction based on salary & benefits
Development Value: Based on recognition of work and career-
enhancing opportunities
Application Value: The employee’s ability to apply what they
have learned to teach others and interact
with stakeholders in a way that is positive and
humanitarian Source: Ewing and Hah

Employer branding
Sharing with target groups, internally &
externally, the Employer Value Proposition,
a clear view of what makes the company
“different” & desirable as an Employer of
Choice

Employer Branding:
Bringing the good (company) news
o by the right person(s)
o in the right tone of voice
o by the right channels
o in the right frequency
o to the right talent (groups)

Becoming an Employer of Choice (1)
• Authentic & consistent positioning of company
• Offering an excellent candidate experience
• Being there where your talents are
• Participating & engaging with target communities
• Listening & Learning what do target talent care about?

Becoming an Employer of Choice (2)
• Helping & Sharing show care by what you do for them
• Ensuring HR business alignment, be transparent, flexible
& fair
• Involving stakeholders & ensure their commitment to be
employer ambassadors, engaging talent to work for you

o War for Talent awareness
o Engaging Talent is top of mind
o Everybody brand ambassador
o Clear Brand, storytelling easy
o Internal careers, succession top priority
o Referrals preferred external hiring channel
o Assessment by management + teams
o Recruiting success is shared

Now have a look at your own
recruitment strategy & operations
What would your SWOT look like?

SWOT is always subjective!
So What is your starting point?
o Your present idea of what recruitment is about
o The views presented in this workshop

Recruiting Success enablers
C. Data / Analytics for hiring Intelligence

• E-branding ( Employer Branding, Employer of Choice strategy)
• Acquisition ( 7 steps i-process )
• Selecting ( interviewing & assessment of candidates )
• Hiring ( making a suitable offer to accept )
• Integrating ( on boarding, getting started )
• Engaging ( alumni relations, life time talent relationship building )

Recruiting SWOT
Strengths
What internal factors contribute to
areas of recruiting where your
company does better than the
competition when finding & attracting
candidates. These are areas where
you have competitive advantage
Weaknesses
What internal factors preclude the
organisation from doing better than
your competition when it comes to
finding & attracting candidates?
These are the barriers that get in the
way of obtaining competitive
advantage
Opportunities
What favourable situations are
present externally today, or in the
future, that if acted on would aid you
in competing for talent?
Threats
What external factors forces could
inhibit your organisation’s ability to
gain competitive advantage in the
talent marketplace now or in the
future?

Corporate recruitment
a core business activity
because
success starts with timely recruiting
the right people who will help you
to meet or surpass customer
expectations
Alexander Crépin Recruitmentcoach.nl

Always remember
It’s is about People & Trust!
Alexander Crépin

Also on by Alexander

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Looking for a recruitment trainer or coach?
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Free Workshop: Success in corporate recruitment (2015 update)

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Free Workshop: Success in corporate recruitment (2015 update)