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The Evolution of E-Recruitment

When I think of e-recruitment, otherwise known as online recruitment, I think of company career pages, job websites and online classifieds like Gumtree where corporate recruiters and recruitment agencies post job adverts inviting candidates to e-mail (and in some cases fax or post, even nowadays) their CV and covering letter to apply for the vacancy. This form of recruitment became widespread following the adoption of e-mail as the primary form of business communication and the internet as an advertising platform, initially alongside print media, towards the end of the 20th century. In other words, e-recruitment can be thought of as the digital version of the traditional application process of mailing a paper CV and cover letter in response to an advert placed in the classified section of a newspaper.

As the consumption of print media declined, and online media skyrocketed, employers and recruiters began to invest more and more of their recruitment advertising budget in the career or vacancies section of their corporate website, job boards and online classifieds. It became cheaper, quicker and simpler to advertise more and more vacancies, and for jobseekers to apply for more jobs, as online job adverts were cheap and simple to post, and a CV saved as a Word document could be emailed to hundreds of hiring companies and recruiters at little cost or effort.

The chief beneficiaries of this rise in e-recruitment were recruitment agencies, as the more vacancies a company is able to advertise, the higher the volume of applications they will receive, which made it impractical to handle recruitment in-house unless the company was big enough to be able to hire a team of specialist recruiters. Before long enterprise software caught up with e-recruitment, enabling larger organisations to manage large numbers of applications using an applicant tracking system (ATS) or recruitment management system (RMS) installed on their corporate servers.

Since the beginning of the 21st century, however, technology has progressed beyond digital representations of paper processes with the advent of cloud computing, the mobile internet, online video and social media. Digital natives, i.e. the generation that has grown up since the popularisation of the internet, have already begun entering the workforce, and the way in which they consume content online and are influenced to act on marketing messages is radically different to the generation that read newspapers and magazines in print and scoured the classifieds for job vacancies.

That is not to say that jobseekers do not still visit company career pages, job boards and online classifieds to search for jobs, send applications and upload their CV, but it tends to be only those who are unemployed or actively seeking work that make applications and update their details. Companies competing for the best talent or to fill positions requiring scarce skills need to cast the net far wider than the saturated pond of active jobseekers to the much wider pool of passive candidates. For many years larger companies have retained executive headhunters to identify and entice top performers from competitors and companies in other industries for high-level positions, and some agency and in-house recruiters are also able to perform this role but, in a market where employees are open to diagonal or horizontal career moves, organisations need a coordinated strategy to attract the best talent and those with skills that are hard to find on job websites.

In the Manpower 2015 Talent Shortage Survey the second highest increase globally in the percentage of employers reporting problems filling jobs was in South Africa (up 23 percentage points from 2014 to 31%) and one of the main reasons for this problem is the lack of available candidates, which is strange considering that around 25% of the adult population of South Africa are unemployed. However, as the majority of the top ten positions South African employers are having difficulty filling are skilled roles such as drivers, engineers, IT personnel and technicians, it is clear that the existing recruitment strategies of the majority of South African organisations are failing to reach and attract these candidates. So what are the key components of a 21st century e-recruitment strategy to attract the next generation of talent and fill jobs requiring scarce skills?

Employer Branding

The companies that are going to be chosen by the next generation of talent enabling them to grow and succeed will be those that invest in their employer brand. Now it has been said that your brand is your reputation, it is what people say about you when you are not in the room, so your employer brand is what your candidates, successful and unsuccessful, and more importantly your employees, say about your company when they think you are not listening. You can spend as much money as you want on online, print, radio and TV advertising proclaiming how great your company is to work for, but it can all be wasted if a single horror story from a disgruntled ex-employee or rejected candidate is spread on social media.

So how does an organisation take ownership of its employer brand to gain an advantage over competitors for top talent? First of all, it is a given that your company should be a great place to work. Indeed, employee engagement and culture was rated as the most important trend (82%) by the respondents of the 2015 Deloitte Human Capital Trends Survey, and it is not hard to see why. If your existing employees are not engaged, happy and passionate about working for the company then they are going to find it hard to sell the company to prospective employees, and those who join regardless will soon realise their mistake. The importance of the Employee Value Proposition (EVP) to the success of a company goes much further than its ability to attract talent. Assuming that your company is a great place to work, you need to empower ALL your employees (not just marketing and recruitment) to spread this message far and wide. Enabling and encouraging your employees to be brand ambassadors, in person and on social media, not only has a positive effect on the perception of your employer brand, but also on the ability of the company to attract the best talent.

Employee Referrals

There is nothing new about employee referral schemes as a cost-effective means for organisations to source quality candidates, but professional and social networking sites have multiplied the reach of employees’ potential referees astronomically. In fact, depending on the size of your industry it may be possible to reach every potential candidate through your employees’ expanded professional and social networks. So the value of a robust EVP and incentivised employee referral scheme, teamed with an engaging and socially shareable careers site, and its consequent reduction in cost and quality of hire is apparent.

Mobile Recruiting

More South Africans own a mobile phone than own a toothbrush. Once you have digested this fact and got over the implications for the dental hygiene of your fellow citizens, you can begin to grasp the implications for e-recruitment. The penetration of smartphones and internet-enabled feature phones in South Africa is far higher than desktop PCs or laptops, not to mention the lack of infrastructure in terms of fixed line ADSL and Wi-Fi hotspots, especially in rural areas.

So the chances are the candidates that you want to reach with your e-recruitment campaigns will access your career site or view your job advert on a mobile device. If your career site is not mobile-optimised there is a high probability that good candidates will “bounce”, i.e. navigate away from the page as it is too difficult to view on a mobile device. If you do have a mobile-optimised career site, are candidates able to apply for vacancies on their mobile device? If your application process or ATS requires a candidate to email or upload their CV, or fill out a lengthy online form, there is a strong chance that the candidate will not have a copy of their CV stored in Dropbox or Google Drive, or have to resort to using a desktop or laptop, in which case the majority of candidates will give up.

So is the answer to the mobile recruiting conundrum advertising jobs on mobile-optimised job websites and online classifieds such as Careers 24, CareerJunction and Gumtree? Whilst the former may allow candidates to create an online resume and upload their CV to enable them to apply for vacancies on a mobile device and the latter is a free platform, by limiting your recruitment campaign to the “active” or unemployed jobseekers that use these sites you are not increasing your chances of filling those positions requiring scarce skills.

To attract and hire millennials your e-recruitment strategy needs to target users whose internet experience may be “mobile-first” or “mobile-only”. The most popular website for South African mobile internet users is Facebook with 10 million users according to the SA Social Media Landscape 2016, so if you do not have a company Facebook page or do not have a careers section on that page you are missing out on many potential candidates. I will discuss recruiting on Facebook further below. Then you need to ensure that your candidate experience is compatible with mobile internet users. It goes without saying that your careers site should be mobile-optimised, but a far more difficult obstacle is enabling mobile applications where there may be an existing ATS or application process which requires a digital CV (Word or PDF) or online form (sometimes both, despite the overlap in information).

There has been no definitive solution to this problem in recruitment technology worldwide as major ATS vendors have been slow to adapt and platform-specific solutions such as “apply with LinkedIn” have not enjoyed widespread adoption. The reason for this could be that in Europe and North America where smartphone penetration is much higher it is far more likely that candidates will have a copy of their CV stored in the cloud with Dropbox or Google Drive, but in feature-phone dominated South Africa several innovative start-ups have created solutions to the mobile apply conundrum.

One such start-up is Giraffe, a mobile recruitment service focusing on medium-skilled jobs in admin, construction, hospitality, retail, security and other sectors, which enables jobseekers to sign up and create a simple CV for free using their cellphone. They are then ID-verified and screened by the service so that when employers enter their staff requirements online the most suitable candidates will be automatically identified.

Social Recruiting

As discussed above, Facebook is the most popular website for South African mobile internet users, and the overall number users in comparison to job websites, online classifieds and other social networking sites means that this is a channel that South African employers simply cannot ignore. Nevertheless, the majority of South African organisations either do not have a company page on Facebook, or do not have a careers section on their company page. They are missing out on a golden opportunity to market themselves as an employer of choice to a generation of South Africans who log in to their Facebook account every day, but will only visit a company careers page, or browse the listings on a job website or online classified site when they are specifically looking for work, or in most likelihood are unemployed.

There are South African employers and recruitment agencies that post job adverts on their company Facebook pages, or even run groups for jobseekers (where they also post jobs), but merely posting job ads on Facebook inviting candidates to apply on your careers site or email their CV is not social recruiting, it is using Facebook as a job website. There is nothing more likely to discourage a potential candidate from liking your company page than posting an endless stream of (mainly) unsuitable job ads. The fewer likes your page receives, the fewer people will see your posts, and eventually (thanks to Facebook’s EdgeRank algorithm) if nobody is commenting, liking or sharing your posts they will all but disappear from the news feed of even your few Facebook fans. This is why so many organisations view recruiting on social media as ineffective – they are employing traditional post-and-pray methods which may be moderately successful when used on a popular job website but will get no response whatsoever on social media unless you have a large, engaged following to begin with.

This misconception is in part reinforced by the results that recruiters have enjoyed using LinkedIn, which is a job website trying to be a social network masquerading as a professional network. Most of the active users of LinkedIn are either hiring or looking for a new job. This being the case, employers and recruiters will enjoy a modicum of success simply by posting job ads using their personal account or company page without having to resort to paying for a recruiter licence or LinkedIn’s Talent Solutions software. However, as LinkedIn has developed into more of a content publishing and sharing platform the adoption of post-ranking algorithms has reduced the visibility of job ads posted as regular updates from all but the most highly connected and engaged users.

So how does an organisation go about using social media sites such as Facebook, LinkedIn, and the other big networks such as G+, Instagram, Pinterest and Twitter to recruit? There is no one single strategy for success in recruiting on any one or all of these social networks, but there are some guiding principles that will get you started. A prerequisite is an employer branding strategy adopted on an organisation-wide level. All employees should be empowered to share their authentic stories about working for the company on their social networks. If there is an employee referral scheme enabled by a socially-shareable careers site a large percentage of applications for advertised vacancies will come via this method. Rather than advertising vacancies, recruiters can then spend more of their time engaging and interacting with potential candidates on social media and sourcing candidates for senior or scarce-skill positions that may be harder to fill through ad response.

Sourcing

Direct recruitment is traditionally reactive – the recruiter is advised of a vacancy within the organisation and posts a job ad on the company career site and/or job website and waits for response before selecting the candidates to interview from the received applications. In the current market the best talent is more likely to have been hired by your competitor before you even knew you were going to have a position to fill, and companies that wait until they have a vacancy, then post an ad and wait for response are scraping the bottom of the barrel when it comes to quality of candidate. An effective employer branding strategy will generate a pool of engaged potential candidates that you can instantly tap into. Furthermore, having access to a wider pool of potential candidates rather than the small pond of job applicants enables an organisation to pre-qualify the best talent, provided that their recruiters have the skills required to source and engage with the prospect. This means having knowledge of sourcing techniques, such as using Boolean search strings, and being able to interact with potential candidates rather than just sending them the job description.

Video Recruiting

The most popular form of content online is video. Advances in computer, mobile and tablet processing speeds and increased bandwidth has enabled internet users to watch more and more online video, whether that is viewing short clips on social media sites such as Facebook and Instagram, longer videos on YouTube or even live-streaming video on sites such as Periscope. On-demand subscription-based services such as Netflix and Showmax are beginning to surpass cable or satellite-based services in some Western countries.

So, if the next generation of talent is spending the majority of their time online watching video, are traditional job ads listed on career sites, job websites or online classifieds going to get their attention? A modern e-recruitment strategy must incorporate online video, whether it is corporate branding videos on the careers page or even video job descriptions, and video screening and selection, as this will not only attract and engage the best talent but it can also save time and money interviewing unsuitable candidates.

Indicators of a 21st Century E-Recruitment Strategy

So to summarise, here are the guiding principles of a modern e-recruitment strategy that will ensure that you are not only targeting the best talent, but also reaching and engaging with them by the means that they are most comfortable:

· ALL employees NOT just recruiters

· ALL internet channels NOT just job sites

· Marketing NOT Advertising

· Mobile/Social/Video-enabled NOT Dull desktop-based job listings and applications

Proactive NOT Reactive

* This article original appeared on Human Capital Review

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