How do you internally divide recruitment marketing responsibilities?

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Following the success of René’s recent masterclass, we decided to share some of the key questions that were asked at the end of the class.

In our webinar about the top 10 ingredients for successful recruitment marketing in 2021, one of the attendees asked the following question:

When there is no recruitment marketer available, what parts of the role would you have executed by the marketing department and what parts by the recruiters?’

This challenge is a common one that we mainly come across in small and mid-size talent acquisition teams and staffing companies.

Typically, there is one person or there are a few people who are starting to understand what could and needs to be done to really become a ‘talent magnet’, but they don’t have the proper set-up, leadership, resources and skills in-house to execute on that vision.

One size does not fit all, so there is no perfect answer here, but at least we wanted to share the following pointers:

  • Find the driver: Simply ask yourself: Who is going to drive this bus? Who has the best combination of intrinsical motivation, vision and leadership competencies to lead and manage this? Appoint that person and give that person both freedom and responsibility…
  • Find the early adopters: As the driver of the bus; go find those who are excited already to get this bus going; do not waste your time on motivating those who aren’t motivated, they will come when you have your first successes
  • Make a plan: Once you have found your team internally, set a shared vision (don’t push it on your team, give everyone space and opportunity to set the vision with you) and draw out your candidate journeys (touchpoints, goals, tools, channels, budgets, stakeholders). Then create an internal timeline that is both realistic and ambitious; setting clear goals and of course; starting with the lowest hanging fruit.
  • Map skills & allocate tasks/projects: Once you have all of this drawn-out, it will be pretty easy to create a list of competencies that you as a team think will be needed in order to execute all these plans well. Then look within the team to see who in the short term will be executing which parts of the plans and also be honest about how the team should evolve in the mid and long term.
  • Do, measure & optimize: Get going, make sure everything gets measured, successes and hard work are celebrated and failures become learning and optimization moments.
  • Scale: Once you have your first successes, it’s time to get more funding, more people involved, more talent hired and create a more official framework, but that will be easy by then

About René:

René has been an expert in the field of recruitment marketing and technology for the past 12 years and is passionate about helping as many people and organizations as possible achieve their personal and business goals. Besides his role as CEO at OnRecruit he is an active speaker and trainer, loves to see as much of the world as possible, and enjoys playing poker, good food, and meeting new people.

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