4 Ways to Effectively Outsource Hiring

Notable hairdos might lead you to believe that stand-out talent abounds, but teams everywhere continue to struggle to fill open roles with quality candidates. If your organization is in a staffing bind, it may be time to outsource your staffing function. External partners may be the secret to ending your talent drought, but using the tools, tactics, and competencies internal teams can’t do.

By partnering with an outside HR expert, your organization can make better use of their time and resources for key initiatives. Instead of monopolizing hours trying to crack recruitment code, HR Partners can support your recruitment needs. Together, you’ll recruit the talent your teams need through effective and efficient processes.

1. Engage the right partners for your priorities

Just as you are looking for the right employees for your open roles, you will need the right partners to achieve your goals. Since these organizations will be an extension of your HR team, you will need to select the appropriate fit. Determine your organization’s needs before beginning your search. This key action will help you focus on the services and capabilities that will solve your pain points.

Teams that require an additional recruit may hire an outside contractor for a fixed term. Organizations that need greater support and more complex solutions may do best to work with an employer of record. EOR can provide additional flexibility to organizations whose potential employees live in countries with different employment laws.

Define your goals as you look for potential solutions to increase the effectiveness of your partnerships. Get consensus among the internal recruiting team before starting the search. When you win an early sign up, you will improve your odds of an effective launch followed by good results.

2. Develop a clear job description

The unfortunate reality in the modern workplace is confusion about job roles and responsibilities. Without clarity, existing employees and new employees alike have little chance of thriving. Before you start your partnership, take a look at the job descriptions for high priority positions. Make sure they are clear, measurable, and complementary to those of your existing team.

Craft descriptions that reflect your organization’s mission and values ​​to attract the right talent. Be clear about accomplishments and expectations, so candidates have a good understanding of what the job looks like. Consider diluting your education and other qualifications when you can. This modification can broaden your recruiting pool and encourage higher-quality candidates with less traditional backgrounds to apply.

This effort may reveal gaps in current job description practices. Rather than shy away from developing new software, consider the insight your HR partners can provide. Their outside perspective can lead to long-term improvements. Whatever your schedule, make sure your new descriptions are accurate and include key factors that attract top talent. For added transparency, include how you measure your candidates’ performance and any key milestones associated with their role.

3. Set ranges for negotiable factors

When you outsource components of your business, it is usually because your internal team needs help. Protect your recovered time from unnecessary touchpoints by identifying the factors your partners have the authority to negotiate on your behalf. Most commonly, this appears when candidates ask about compensation and benefits.

Review your company’s budgets to start the conversation but be prepared to listen to HR partners for recommendations. Teams that hire abroad may find that compensation expectations differ from those in your location. For example, some countries have regulations that mandate certain benefits, vacation or contract requirements.

These details can quickly get complex, so be open to your partners’ insights, and use them to help orchestrate future hiring initiatives. Be sure to include key factors in the above job descriptions, which may make or break the interest of international candidates. This can be particularly useful when determining the technical competency, coding environments, and certifications essential for your business. Avoid exaggerating your requirements and instead focus on the essential factors of employable talent.

4. Set expectations, set milestones, and final choices

Handing over the hiring function to your organization can give teams much-needed breathing space. However, don’t let the recovered time tempt you out of the process. Protect your operation by setting expectations for your engagement.

Discuss the key milestones to ensure the timing of the candidate search when your organization needs new employees on board. If your company, for example, plans to launch a product next year, you will need a fully staffed and trained team in a timely manner. Check in with leads in your department to ensure that your schedule aligns with strategic plans and department priorities.

Determine when it is appropriate for HR leaders or hiring managers to get involved. And while these stakeholders should be involved in developing the job description and hiring schedule, their interview time may be limited. Decide when it is appropriate and effective for hiring managers to handle talent selection lists and conduct final interviews. Full-time employees may require appropriate culture screening, while short-term talents may require less. No matter the method, make expectations clear and then meet them to achieve the best results.

Clear communication helps solidify an effective partnership

Before launching an external recruitment initiative, set a communication cadence to keep all parties involved. Establish clear communication channels, set expectations for touch points, and set key deadlines. Agree on sharing rules and hold each other accountable for your shared obligations. Together, you will launch an effective partnership that will enable you to recruit the qualified talent your organization needs.

Featured image credit: Tima Miroshnichenko; pixels. Thanks!

Brad Anderson

Editor-in-Chief at ReadWrite

Brad is the editor who oversees contributing content at ReadWrite.com. He previously worked as an editor at PayPal and Crunchbase. You can reach him in a mail at readwrite.com.

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