As a recruiter, my primary objective is to attract and hire the best talent. Hiring talent into a company is only part of the equation. What we often don’t consider is the retention of that talent. It is often left to the HR to salvage when a person resigns. I would suggest that keeping the talent hired within the company is just as important for a recruiter.
When a person leaves the firm the company looses an expensive asset. At minimum, think about the recruiting cost to acquire that skill plus, the training costs associated with that person. Moreover, the knowledge gained goes out the door to the new firm.
We spend a significant amount of time working with managers on interviews and selecting the right person to bring into the organization. However, we spend little time, if any, on employee retention issues. It is the relationship with his or her immediate supervisor that often determines how long that individual stays.
Most managers assumed that people left the company because they found a better job with higher pay. Think about the promised made during the recruiting process. Have those promised been kept or just tossed to the wayside? As recruiters, we need to stay connected with the employee and the manager to ensure promises make are kept. After all, the employee joins because of a value proposition offered to them.
Recruiters often work on order fulfillment another new requisition means we another opportunity to keep employed. But, we should take a different perspective. If you were an agency recruiter it is likely you wont’ get paid to work on a replacement hire.
A recruiter is the typically the first person the employee has contacts with at a company and has built a trusted relationship. Because of that relationship, the recruiter can discover troublesome issues faced by the employee and work with the supervisor to address the issue before it is too late.
Additionally, the recruiter can be a bridge with other functional HR to identify and solve larger organizational issues, whether it be training, compensation, work/life balance or benefits issues.
I proposed that a recruiter who considers the broader employee experience, not just recruiting, is more effective at building a quality recruiting organization eco-system.