GTP21: How to implement and embed best practice in the recruitment cycle and build your future talent pipeline

Plum Personnel 

This blog post has been produced for the Greater Birmingham Chambers of Commerce as part of the 2021 Growth Through People campaign.

Growth Through People is the Chamber’s annual campaign aiming to help local firms boost productivity and grow through improved leadership and people management skills. In 2021 this involves 8 free online workshops taking place throughout March, and a virtual Growth Through People conference on 30th March. In addition, throughout the campaign the Chambers will be publishing thought leadership podcasts, videos and blog content such as this.

Thanks to our Headline Sponsors – Aston University, BMet College and the University of Birmingham’s Work Inclusivity Research Centre - all workshops are free to attend. Interested readers can find out more and register to attend Growth Through People workshops here, and the Growth Through People conference here.

There has never been a better time for businesses of all sizes to get strategic with their hiring.

Building your future talent pipeline can have a powerful positive impact on your recruitment cycle moving it from reactive to proactive.

All that’s needed to get started is a strategy that works!

The first step is to take a critical look at your organisation and ask the question ‘Are we a desirable place to work?’  The best strategy in the world will not work if you’re not considered ‘attractive’ as an employer. 

It’s not a quick fix solution. To get your strategy right requires and investment of time, careful planning and regular review.

Which roles need a talent pipeline?  The usual response will be roles at a senior or critical level or those requiring specialist skills, knowledge or expertise. 

Organisations that devote time to continuously identifying and engaging with talented people– even when there is no immediate need will be those who are ready for the future.

It may seem obvious but a talent pool can’t be developed if you don’t know what to look for.  Always keep in mind that you’re seeking to fill future positions.

So who is in charge of developing the talent pool? It’s everyone’s job!

From hiring managers working proactively, to existing employees acting as advocates and ambassadors for your organisation.

You should always start by building from within. This not only raises employee satisfaction levels, it gives opportunities for professional development, coaching and improvement.

Potential successors will be on the radar at any one time.  You will be recruiting from a pool of people you already trust and know are a good cultural fit –as well as reducing staff turnover.

Introducing an employee referral scheme is a great way to access excellent candidates; it’s so true that great people (usually) know great people.

Your next step is to utilise your existing networks to start fostering relationships with potential talent.

There is a wide range of real and virtual business networking opportunities.  A first contact with someone allows you to start building relationships. 

You can also ask and gain referrals to people they can recommend.

The same principles apply when growing your talent pool through social media platforms such as LinkedIn.

One rich area of talent often overlooked is job applicants you may have previously ‘rejected’ previously. They could be great for future roles.

A word of caution! It’s vital your recruitment process ensures those ‘declined’ are left with a positive impression of your company.

You may also consider investing in an Applicant Tracking System (ATS) and have a dedicated ‘Work for Us’ or ‘Careers Page’ on your website. 

Don’t neglect this source of attraction in discovering great future talent. Make sure you nurture the relationships by keeping in touch on a regular basis. 

Over time your talent pool will be a combination of people who are reactive as well as those who are ‘dormant’ in their search for a new role.

The investment of time to nurture and build relationships, develop strong systems and supporting processes is well-worth the rewards of having a pool of talent that will meet your future ‘people needs’.

Susie Ankrett FREC CertRP
Plum Personnel