Are you valuing your recruitment vendors?
Mohammed Imran [MI]
Head of Talent Acquisition & Talent Branding at Disney+ Hotstar | Disney Star | Ex Flipkart & Amazon | Talent Branding | Guest Speaker | LinkedIn Coach
Heading talent acquisition is one thing but heading talent acquisition for Tech & Product hiring is totally a different thing, why? well you become the target of recruitment vendors.
From the moment I took up the responsibility of hiring in Quikr, I have till now received close to 100 mails and calls from recruitment vendors who are willing to help in hiring and i appreciate it but there is no way to work with all and I strongly believe in not working with more than 2 - 3 vendors for all of my hiring.
What I have seen is that recruiters empanel so many vendors (cases i have seen - more than 20 vendors for 60 odd positions) just to make sure that the volume of profiles are ON without realising their mistake of duplicity and not valuing the time of vendors working on it.
Calculate the hit ratio for vendors - out of 20 vendors hardly anyone makes business.
Example: Lets say I have around 30 openings (Backend developers with 2 - 8years of exp) which I may want to close through recruitment vendors in 2 weeks time.
Easy way: Empanel 5 vendors and give 6 positions to each. Result: High end duplicity which yields no proper results to the vendors and their time is just wasted without they being aware that many others are working on same requirement.
Better way: Empanel 2 vendors and divide the positions (atleast with years of exp) so there is no duplicity. Result: Company closes the position as there is clear focus on both ends and the vendor makes good business out of it.
Note: Respect the vendors and be clear to give business to them rather looking for volume of profiles - If the quality is bad, give the feedback on time and if still it doesn't work out then its time to change the vendor.
I am fortunate enough to have tried and tested this at my stint in Commonfloor - 2 vendors who made good closures and good business for themselves.
Share your thoughts if you have faced any such issues or you are facing any issues currently.
Clarifying - I am not talking about volume Non IT hiring in this post.
Proud Indian | VP & Head - Enterprise Business@QueueBuster | Ex-Simplilearn | Ex-Quess Corp | Ex-Vodafone | Ex-Infosys | Technology Sales
8 年Bingo !! I am sure other TA heads would surely have had may be a similar or different experience. To realize full potential of a strategic vendor partner model, we need to ensure that our Eco-system have No-ambiguity, concrete prioritization & communication, Expectation setting and a well designed evaluation matrix with commonly agreed intrinsic parameters, Cyclic reviews to re-visit the relevance of vendors partners . Along with customers, vendor partners are equally important and deserve due privilege & experience. In the time to come, Collaboration would be the only way to success. I welcome everyone to share their thoughts on this.