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How to Define Sourcing Strategies in Latin America

Successful sourcing strategy
for recruiting in Latin America

As part of an RPO team in a global company, we benefit from the opportunity of working with different regions. We are able to learn from each other’s experience and we get to share our point of view with the other side of the world. Yet, as Recruitment professionals, we have to be careful not to generalize when it comes to sourcing strategies. Even though we tend to have a global perspective, recruiters need to understand the client’s specific market and the regional trends before optimizing our sources.

In a region like Latin America it is hard to generalize. There are big countries like Brazil where you can post in very good job boards for free or search for specialists in LinkedIn. But you can still find different realities within a big country – social media posting might be effective for big cities while a newspaper could be the best option for a city less than 500 kilometers away.

You can also find some exceptions in countries like Colombia or Venezuela, where traditionally the Internet is not the most used tool to find job opportunities. For example there is an annual virtual employment expo & fair organized by Bumeran in Venezuela (www.expobumeran.com.ve). It is considered a great branding opportunity for companies and a great place for professionals to learn about organizations and apply for available job vacancies in different regions.

A good sourcing strategy in Latin America takes into consideration 5 important points. Recruiters should ask themselves these questions when deciding the best way to proceed:

  1. Country: What regional factors influence the way people conduct employment searches? How much do you know about this country – should you seek more information before deciding the best sourcing strategy?
  2. Location: is it a big city, where people have access to the Internet or is it a small provincial city where people tend to look for jobs in the newspaper? Are there any special work related events?
  3. Segment and Expertise: Is it possible to find these people in associations or groups? Is it crucial to be a member of groups targeting specific workforce segments, i.e. industrial, retail, legal, technological, and so on?
  4. Academic Background: What is the availability of good professionals attending graduation or post-graduation courses in local universities? Do we have college recruiting programs? What is the internship concept for each country? Can fostering relationship with renowned academics broaden your scope for recruitment?
  5. Effective sourcing should also consider brand awareness and positive image. When the company is known as a great place to work, professionals are drawn to the company enabling greater potential for recruitment. And this brings us to the 5th great point: referrals.

Learn how Hudson RPO can help with your sourcing strategy in Latin America.  Contact us today.

 
 
 

Using Social Media to Source Passive Candidates

Successful sourcing of passive
candidates through social media

Our onsite recruitment solutions have enjoyed great success sourcing passive candidates via social media. Unsurprisingly, our most lucrative channel has been LinkedIn. To a lesser extent we’ve seen some success via Twitter and Facebook as a source of hire however the success via these channels has largely been confined to specific job types/ role families, such as IT related roles in Twitter and entry level Customer Service and Sales roles via Facebook. Our approach to date has been to use these channels more as an employment branding tool than a pure sourcing tool.

The success our onsite solutions have had in sourcing passive candidates via LinkedIn can largely be attributed to two courses we put our onsite consultants through as part of our specialist training program. The point here being, that without specialised training for front line recruiters and sourcing teams, the benefit of a tool such as LinkedIn will not be fully realised.

  1. Open web sourcing – this course was rolled out to all existing Consultants across our solutions. The practical based course covered how to use Boolean logic to search via search engines and in particular mastering the ‘site’ command which enabled Recruiters to search on Linked In without being limited by the size of their existing network. By having this capability it meant our smaller teams without access to a LinkedIn Recruiter license were not disadvantaged in their sourcing activities.

  2. Approaching passive candidates and how to make a ‘head hunt’ call provided additional support and guidance to our onsite Recruiters particularly on the differences in dealing with passive candidates as opposed to active ones.

    For some of our Recruitment Consultants onsite there was a reluctance to approach passive candidates as they were less confident in how to deal with them. Hence the need to design a program on how to make the approach, what to focus on and tips on how to transition a prospect from a state of indifference to someone who is actively and genuinely interested in pursuing an opportunity with the organisation.

    A supplement to the practical part of the training included how to position passive candidates with Hiring Managers to ensure a positive candidate experience ensues.

    Feedback from our teams showed many Hiring Managers were still ‘stuck’ in traditional interview mode whereby they felt every candidate wanted the opportunity instead of actively selling themselves as a manager, the company and the opportunity.

As a result of the training we have seen an increase in LinkedIn as a source of hire as well an overall improvement in Recruiter capability.

LinkedIn will continue to be our focus from a social media sourcing perspective as we enjoy such strong returns and we will carry on exploring Facebook and Twitter.

Our objective remains the same when filling positions for our clients – we uncover the right candidate at the right time across the spectrum of both the active and passive candidate market with neither candidate group considered superior to the other. Candidate quality is not determined by source, rather than by a robust and appropriate assessment and selection process.

Learn how Hudson RPO can help you with your recruiting efforts.  Contact us today.

 
 
 

5 Reasons to Use a Blended RPO Model for Temp & Perm Hires

A Blended RPO Addresses
Your Total Talent Needs

(1) Break down internal silos for a “total talent acquisition approach.” At many organizations, this is the scenario: Procurement engages a Managed Service Provider (MSP) for temporary hires, while the Recruiting department partners with a Recruitment Process Outsourcing (RPO) provider for permanent hires. By taking this silo-based approach to hiring, firms miss out on some of the flexibility, hiring best practice standardization and cost efficiencies found in a blended RPO model.

(2) The “War for Talent” isn’t just for full-timers anymore. Need a specific high-end (and probably) scarce skill set for that particular project? Today, you’re likely to find these in-demand employees among a select set of contingent workers. Such skilled contractors are highly motivated, but in short supply. Today, companies need to adopt the same kind of rigor to hiring contract employees and find better ways to engage this portion of the workforce… something a blended RPO model provides.

(3) Create a scalable and flexible “on time” model for recruiting. Demand for different skills varies with business requirements. By facilitating an on-demand recruitment model, you can act as a key enabler to staff the right type of hires, in the right numbers, and with the correct skills in the right time to meet these pressures. Plus, by using one blended RPO provider, you’ll standardize your hiring practices and free up your internal resources to focus on strategic talent management issues.

(4) You’ll reap the long-term strategic benefits. When a separation of contingent and perm hiring exists, it’s tough to develop a holistic workforce plan. To best align workforce planning with business strategy, you need one blended recruiting process to produce a transparent view of your firm’s workforce.

Plus, you’ll enjoy competitive differentiation and more engaged employees. Human capital is a key driver of competitive advantage. Since higher skilled workers are part of the contingent labor pool, companies that can successfully tap into it have a competitive advantage. Also, a streamlined contingent and permanent model creates efficiencies and provides more accurate matching between skills and jobs – which means higher employee engagement.

(5) And of course the financial benefits. According to Everest Group, with a blended RPO model buyers can realize cost savings of nearly 25% as compared to using independent MSP and RPO providers. Other key levers of cost efficiencies include:

  • Better workforce utilization – approximately 10-15% savings
  • Better demand management – a single provider will help you identify which roles can be filled with contractors rather than expensive perm hires (approx 7-11% savings)
  • Lower service and vendor management costs - a reduction of vendor management costs by managing just one blended RPO vendor

WANT THE FULL REPORT? Download the “Rise of Blended RPO: Addressing the Total Talent Acquisition Need

Learn how Hudson RPO can help you with a blended RPO solution.  Contact us today.

 
 
 

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HUDSON

Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.