Here at The Recruitment Network we’ve given James Silverman Co-Founder of Hunted (@HuntedTheApp) a few questions on attracting talent and the shortage problem.
James and Hunted are tackling the talent shortage problem in the recruitment industry head-on. Offering a platform in which recruitment consultancies are able to broadcast their workplace culture and employer brand. Hunted leverages cutting-edge technology to help recruitment businesses grow more efficiently, and helps recruiters build their careers on their own terms.
James will be part of 100 recruitment professionals all coming together in June at The Recruitment Network’s summer retreat, who will also be joined by the likes of Sir Clive Woodward, Derek Redmond, Jamil Qurshi, Jeff Grout, Jon Dweck and many others.
In anticipation of our upcoming retreat, we thought we’d ask James a few questions on the subject matter he knows intimately, talent…
Is there an influx of Talent coming into the Industry?
“Not enough. The markets are buoyant across most recruitment sectors and the only real limitation to growth for most is access to more recruitment talent. Most of the recruitment businesses we work with have an insatiable appetite for hiring, limited only by the desk space. We need to do more as an industry to promote recruitment as a career of choice.”
What are the main motivations of people wanting to work in the Industry?
“Working in recruitment is a sales role. So financial incentive is the biggest motivation. A career in recruitment teaches you a diverse set of skills and many of these can be applied to other career paths. With so few barriers to entry, becoming an entrepreneur and running your own business is a big motivation for many recruiters.”
What are the best Recruitment Brands doing to attract talented individuals?
“They have an identity. No business can be the best at everything, so the best brands work out what they want to be early. They define values and they live them. It’s all very well having words written on a wall, but unless they encapsulate the business, they hold no value. Once you have defined your employer brand, it’s important to think long-term, be consistent with messaging and create as many touch points with your target audience as possible.”
Where do you think recruitment companies are getting it wrong?
“One of the most common pitfalls is not differentiating your brand and building a unique identity. An incredible amount of businesses say they’re not like other companies. But that sentence itself has become a catchphrase. If what you say about your company, can be said for many of your competitors, you’re doing it wrong. How often do you see a brand say “we’re a market leader” or “we offer uncapped commission”?
The trouble is, you may well be a market leader, but it’s undefinable. How do you measure a ‘market leader’? Recruitment businesses tend to use very similar terms to describe themselves, thus the meaning of each diminishes and creates less value. Regardless of whether you’re a market leader or not.”
What are your predications for the future of this Talent shortage crisis?
“I think it will only be a crisis for average brands. If we can create more visibility for recruiters to understand their options then in theory it gets easier for the best brands to hire and tougher for average employers to hire. There’s a ‘survival of the fittest’ scenario which raises the standards of the entire industry and helps attract and retain more of the best talent in the industry.”
What’s more important for people thinking of joining a recruitment business – success or enjoyment?
“It depends on the individual but in general it’s a combination. The more you enjoy your job (the culture, the people, the perks) the more likely you’ll be in a place conducive to success.
One of the great things about working in recruitment is the diversity of cultures, companies and career paths. If you’re purely driven by success (progression and financial reward) it’s unlikely you’ll be looking at the same companies as someone who perceives flexible working is a key driver”
What can Recruitment companies do right now to increase their attractiveness?
“Define your identity and brand values, live them and then broadcast them, and that’s easier said than done. Creating as many touchpoints with your audience as possible will help.
In order for someone to consider joining your company, they need to know of your company and associate you with as many of your USP’s as possible. Remember the role of a recruiter is relatively uniform but the cultures and people can be very different. So use images and videos as much as possible to give your audience a real insight to life at your company and coax them into reading more.
Be consistent and build up your employer brand equity in the minds of your target audience.”
James had some comments on his upcoming attendance at The Recruitment Network retreat:
“I’m really looking forward to the event to hear the success stories, frustrations and learnings from such a diverse bunch of brands all in one place. Our industry is getting better at sharing ideas and learning from one another rather than trying to compete and go it alone. Events like this help us all raise our game and the standards across the entire industry.”
If you’d like to find out more about becoming a member of The Recruitment Network, and being part of one of the most progressive support and growth clubs for recruitment leaders, email me at james@therecruitmentnetwork.com or call us at 0844 272 8990.
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