Overall, recruitment generates visible and less visible costs. Without prior preparation, the risk of getting bogged down in an expensive recruitment process is very high. Under these conditions, the company is likely to make losses at various levels.
What are the 3 techniques to reduce recruitment costs?
We identify 3 cost reduction techniques: sourcing quality, interview management and onboarding process.
Sourcing of candidates
Recruiting is a very important process that is part of the business cycle. This logic is part of a dynamic of reinforcing existing capacities. Therefore, to meet the specific needs expressed by the company, a certain profile must be determined. This profile must take into account the job title, the responsibilities and missions, the remuneration, the benefits and other terms and conditions directly related to the position. To carry out its mission, a company has a certain number of tools at its disposal.
However, it should be noted that it is not entirely appropriate to internalize the recruitment mechanism. At this point, the reasons one might cite are quite overwhelming. The conduct of such a process by the wrong people is a loss factor in monetary terms. Thus, the existence of an HRD is recommended to preside over the management of a recruitment. The Human Resources Director is responsible for developing strategies that involve minimizing recruitment costs over time. One of the techniques known as " sourcing " could greatly contribute to this.
More concretely, with the sourcing technique, you are called upon to plan concrete actions designed to circumscribe the real costs allocated to recruitment. These actions relate to placing advertisements on job boards such as Jooble or Indeed, drawing up and positioning job offers, using social networks, collecting CVs, and so on. In this exercise, don't hesitate to get everyone involved. Company staff, for example, can be tasked with distributing job offers to their contacts.
Interview management
The interview stage is essential in a recruitment process. But, unfortunately, all too often, we see a phenomenon that totally serves the company. No one seems to be really aware of the visible costs (recruiters' salaries, access to social networks, etc.) as well as the invisible ones (premises and materials made available, time spent by managers listening, etc.) that an interview generates.
It would also be wise to shed light on the great distraction that interviews constitute for company employees. As a HR manager, it is your responsibility to limit this kind of cost, but also to ensure that the agents are not disturbed in their professional activities. The ballet of candidates could affect their concentration, and the company could face a de facto decrease in productivity. This can only be detrimental to the company.
To remedy the situation, the management of interviews must be sufficiently supervised. It might be appropriate to interview one candidate per day for a specific period of time. However, in order to conduct the process, you should proceed to identify certain internal resources based mainly on their quality.
The "onboarding" process
Within the first year of hiring, one-third of new hires resign. This is considered an investment at a loss for the company. The entire recruitment machine will have to be restarted and new costs incurred.
In human resources management, the term "process failure" is used most often. However, this situation can be remedied by putting in place sufficient integration mechanisms. The onboarding process follows this principle. In fact, it consists of giving the newcomer a better welcome.
Generally speaking, you should ensure that the new employee makes contact with the staff, give him a tour of the company, provide him with a welcome booklet and introduce him officially to his superiors. It might also be appropriate to submit a report to the new employee to get his or her impressions of the company's operations. Find out how to choose the right recruitment software!
