CRM in Recruiting

The first session I attended at ATC Sydney 2009 was Master Burnett’s workshop (with the occasional interjection from Dr John Sullivan) on how organisations can benefit from using CRM for talent management.

He started by introducing the audience to social media and the changes this is having to the relationships that organisation need to develop with candidates. The basic summary being communicate through methods that the candidates’ trust. In doing so make sure your messages are open, transparent, candid with no more trade secrets. The session took several sideways looks at social media, Twitter, Facebook, blogs and even a quick review on social media policies in the workplace, I might have had something to say on these topics ;-).

Master covered discussed the concept that line managers are really not in the position to be able to provide a talent management approach and that talent management needs to be viewed holistically across the corporation. Further given the current business cycles if you are not updating your workforce plan and talent management approach every 6 months you are falling behind. He introduced a nice four step process for CRM in talent management being:

  1. Labour Force Marketing
  2. Labour Fore Acquisition
  3. Labour Force Support
  4. Labour Force Analysis

We had a very good discussion on how organisations should be conducting a buy vs build analysis on all critical hires along with internal project “job” boards, wikis, and market segmentation.

An interesting note he saw CRM at only two levels transactional and analytical. This differs greatly from my recent discussion with Anthony Lye SVP of CRM from Oracle who is seeing a third layer of social interactions. Much of what Master was discussing was around the social CRM gestures but he did not call it out as such.

Master also helped formulate several ideas in my mind around how CRM should be applied to talent management.

All in all a good afternoon.

5 thoughts on “CRM in Recruiting

  1. Ahhh yes traditionally, however CRM approaches to talent acquisition are about building the relationship with potential employees before you need them. While you can’t use a CRM approach for every job, your hard to find roles or critical revenue generating/impacting roles are ideal.

    A CRM approach to talent acquisition is also about building a profile of a potential employee over time. For example if someone comes to your web site to download a white paper, they are obviously interested in what your organisation does. Now they could be a customer but they could also be a potential employee. Putting their details into your CRM and then adding additional data as you come across it, say from LinkedIn etc allows you to build a profile of the person.

    It’s a big topic but also very early in development. Master & Dr John highlighted the work that Microsoft has been doing very recently in this area as a great example.

    I hope that answered your question.

  2. Thanks for the explanation Michael 🙂

    Yes, I see the approach now.

    BTW, since the whole social sphere is agog with new buzz words & acronyms, why don’t we just call this Human Relationship Management rather than Human Resources Management? 😉

    Just kidding! 😀

    BTW, you could have a look at how a social network group has been used to provide information & support to the talent market, though it wasn’t conceived as such: http://www.orkut.co.in/Main#Community.aspx?cmm=55950 [use your google login, if you are not on Orkut already]

  3. Thanks for the blog post on the topic. My firm, Avature, sells a recruiting specific CRM that’s used by many large and small organization globally for both external and internal talent. If you’re interested in learning more about some case studie or best practices in that are just shoot me an email at mike@avature.net. CRM in talent management is taking off now, especially since the recent downturn has freed time up to re-align strategies.

  4. Organizations really can benefit from using CRM for talent management. We use it to maintain a company-wide database of what talent is available to us.
    What were the specifications used to determine whether to buy or build?

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