The 3 techniques to reduce recruitment costs
Recruitment generates visible and less visible costs overall. 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. In this respect, your role as HRD is to develop and propose a cost reduction strategy.
Recruiting is a very important process that is part of the business cycle. This logic is part of a dynamic of strengthening 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 linked to the function. To carry out its mission, a company has a number of tools at its disposal.
However, it should be noted that it is not entirely appropriate to internalise the recruitment mechanism. At this stage, the reasons that could be given 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 HR Director is responsible for developing strategies that involve minimising 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 aimed at circumscribing the real costs allocated to recruitment. These actions relate to the dissemination of advertisements on job boards such as Jooble or Indeed, the preparation and positioning of job offers, the use of social networks, the collection of CVs, etc. In this exercise, you must not hesitate to involve everyone. The company's staff can be asked to distribute the job offers to their contacts, for example.
The interview stage is crucial in a recruitment process. But, unfortunately, all too often we see a phenomenon that is a complete disservice to the company. No one seems to be really aware of the visible (recruiters' salaries, access to social networks, etc.) and invisible (premises and equipment made available, time spent by managers listening, etc.) costs generated by an interview.
It would therefore be wise to shed light on the great distraction that interviews constitute for the company's employees. So, as HRD, it is your responsibility to limit this kind of cost, but also to make sure that the agents are not disturbed in their professional activities. The flurry of applicants could affect their concentration, and the company could be faced with a de facto drop 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 receive one candidate/day for a certain 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.
In the first year after recruitment, one third of new recruits resign. This is seen as an investment at a loss for the company. The whole recruitment machine will have to be restarted and new costs incurred.
In human resources management, this is mostly referred to as process failure, but it can be remedied by putting in place sufficient integration mechanisms. The onboarding process follows this principle. In reality, it is about making the newcomer feel more welcome.
Generally speaking, you should ensure that they make contact with the staff, give them a tour of the company, provide them with a welcome booklet and introduce them officially to their superiors. It might also be appropriate to submit a report to the new employee to get his/her impressions of the company's operations as he/she sees them. Find out how to choose the right recruitment software!