Imagine today is the first day of your job as a technical manager in a company that is expanding its tech workforce.
You walked around in the office, attended meetings, talked to people, got to know the team and the product they built. You began to plan to accelerate its development.
You need more talents for that.
The first thing you should do is to review the existing recruitment practices of your company.
Since they have hired you, a new manager to oversee the expansion of the team, I’d guess the existing recruitment flow is likely not as systematic as this:
A recruitment pipeline consists of 3 major concerns:
1. sourcing – finding the candidates.
2. funnel – hiring the right candidates.
3. retention – retaining the hires.
A weakness in any section will degrade the overall hiring effort, e.g. not being able to fill the placements, hiring the wrong guy, etc. So you need to take care of all three at the same time.
Also note the closed loop in the picture. A complete pipeline always has a closed loop, so that the company employees are also involved in tech recruitment through peer-to-peer recommendation.
We are going to explore each recruitment practice. The subsequent emails in this series will touch on the components in a recruitment pipeline one by one.
Before you embark on building a recruitment pipeline, you should set your recruitment goals:
what do you want to achieve in the near-term and future from tech recruitment?
- hire 2 full-stack developers.
- build an employer brand around the identity “advanced blockchain technology company”, etc.
Setting the recruitment goals requires an understanding of the product roadmap, the current makeup of the tech team, the gaps in their skills and capabilities, and the development budget.
Besides setting the goals, you also need to think about the metrics for measuring the performance of your recruitment operation. The metrics serve as a guide as you fine-tune your recruitment pipeline.
1. candidate drop-off rate,
2. employee turnover rate,
3. qualitative feedback of the engineers / candidates.
Once you have set the goals and have an idea how to measure your recruitment performance, you can now assemble the recruitment team – the team who is solely responsible for the recruitment pipeline.
No one besides the recruitment team is allowed to make changes to the pipeline or conduct recruitment with a different flow.
This is to prevent nepotism practices.
The typical makeup of a recruitment team:
- hiring managers – who oversee the entire operation.
- interviewers – who conduct interviews.
- recruiters – who actively source for candidates.
- senior tech persons – who write job descriptions, set coding test questions.
In small companies or early-stage startups, the recruitment team could be just one person wearing the hats of all 4 roles.
The recruitment team will collectively decide the structure of the recruitment pipeline, including the sourcing channels used, the steps in the funnel, and employer branding practices to adopt, as well as any software or tools used to support tech recruitment.
And then it is execution, starting from sourcing.
Sourcing is especially difficult for early-stage startups and small companies because they are not yet reputable in the tech community. Sourcing actually relies on a great deal of employer reputation.
You are going to need new skills to do sourcing well.
So in the next two emails, we will explore sourcing techniques.
Obito “the hiring manager”
P/S: what do you think is the most critical skill for talent sourcing?
I will show you that skill in the next email.
Previous: Email 2 – Your Job as a Hiring Manager.