Shally Steckerl Swot

Recruitment SWOT AnalysisRecruitment SWOT Analysis

March 08 © Shally Steckerl, JobMachine, Inc. All rights reserved. Do not duplicate. 2

What do you do well?

Do you have an Achilles’ heel?

What’s getting in the way

of further success?


Agenda

Ground rules for a practical SWOT analysis

Overview of what SWOTs are related to recruiting

A “Recruiting SWOT” case study

Suggestions on possible strategies that could be formulated as a result of the analysis


Ground Rules

The usefulness of your outcome depends on frank insights. Be realistic but not modest– About your company– About your recruitment organization’s strengths – And its weaknesses

Differentiate between where you are now And where you plan to beAvoid middle-grounds and grey areasThe more specific you get the more useful and reliable your final analysis will be


Ground Rules

Answer SWOT questions in relation to your competition – Are you better or worse than your key competitors in that area?

Avoid complexity or over analysis – The benefit lies in the conclusions drawn at the end of the process

SWOT is a strategic planning tool, it is highly subjective – Improve results by interviewing a wide spectrum of stakeholders:

AlumniVendorsPartnersCustomersCandidates who declined offers

Candidates you rejected New Hires Hiring ManagersBusiness Group LeadersSenior Executives


Recruiting SWOT Overview

Strengths: What internal factors contribute to areas of recruiting where your company does better than the competition when finding and attracting candidates? These are areas where your organization enjoys a competitive advantage.

Weaknesses: What internal factors preclude your organization from doing better than your competition when it comes to finding and attracting candidates? These are barriers that get in the way of obtaining a competitive advantage.

Opportunities: What favorable situations are present externally today, or in the future, that if acted on would aid your organization in competing for talent?

Threats: What external forces could inhibit your organization’s ability to gain a competitive advantage in the talent marketplace now or in the future?


Think About…

Your benefit programs and employee servicesPositive or negative impact of your geographyThe competitiveness of your compensation bandsInternal equity issuesYour ability to relocate candidates domestically or abroadRecruitment technology (ATS, HRIS, HRMS, VMS, etc.)Employment-brand reputation (Internally? Externally?)Company’s reputation in the marketplaceRevealing critical needsPinpointing unknown capabilities


What about outside of Recruiting?

Organizational hierarchies and corporate structureSuccession planning and talent forecastingDiversity inclusion requirements or initiativesRegulatory compliance (OFCCP, EEOC, SOX, etc.)Company culture and imageOperational efficiencies and core competenciesOrganizational-development programsPassive talent outreach and recruiting programs


Strengths

What do we do well when searching for candidates?What do we do well when attracting prospective candidates?What are similar organizations achieving in their search for talent? What recruitment resources and/or technology do we have access to? How aggressive are our recruiters in engaging candidates, and our hiring managers in closing candidates?What vendor or partner relationships do we leverage to our advantage?

SS

O T

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Strengths

When we talk with candidates, what do they find most attractive about our company or opportunities?

When we talk with new hires, what do they say we have that our competitors don’t have?

If we were to have an opportunity to boast about our recruiting capabilities to someone who knows nothing about us, what would we say?

What are hiring managers telling candidates to make the opportunity more appealing?

SS

O T

W


Weaknesses

What areas of our recruiting organization need improvement?

What should we avoid when seeking and talking with prospective candidates?

What are we not doing that we should be doing to find or attract talent?

What are we doing too much of that may be scaring away candidates?

S

O T

WW


Weaknesses

If you could instantly change one thing to help our recruiting organization function more effectively what would you change?

Are employees happy? Why or why not?

What are we criticized for?

When we talk with candidates what do they find least attractive about us?

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O T

WW


Opportunities

What opportunities do we know exist but we have not been able to address?

Are trends emerging in the talent market on which we can capitalize?

Are any of our competitors struggling in any areas or are they failing in areas that may free up some talent?

Do any foreseeable technological advances offer additional opportunities?

Are there any government policies or demographic changes on which we can capitalize?

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Threats

Are there any potentially disruptive developments in technology or economic changes that would draw candidates to competitors?

What external roadblocks are blocking our progress, i.e. regulations, quotas, etc.?

Are there any current or pending government regulations affecting our ability to acquire talent?

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O TT

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Threats

What are competitors doing completely differently? Are competitors going after our people? What reasons do our employees have to leave for “greener pastures”?

Remember: Be open-minded and expansive. Threats can come from unforeseeable places.

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Prioritize

What distinct competencies set you apart?

Which ones are easiest to maximize?

Which are most debilitating?

Which ones can be offset by

internal strengths?


Now What?

Categorize the items into common themesPrioritize them and pick the top 5 or 10 per categoryLook to match internal strengths and weaknesses with opportunities and external threatsValidate and address priorities with long term goals Support those with short-term initiativesHigh growth opportunities come from goals that leverage internal strengths to address external opportunitiesUse internal strengths to avoid external threats


Case Study - Strengths

Close relationships with top educational institutions produces apipeline of college grads for entry level roles

Well defined job posting strategy attracts a constant stream of applicants to corporate career page

Ample utilization of job boards and resume databases provides access to active candidates

Upper management buy-in of recruitment strategy

Available budget for recruitment initiatives

Strong industry reputation and brand name recognition

SS

O T

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Case Study - Weaknesses

Lack of statistics on source of hires makes it difficult to replicate success and define which candidate sources are most effectiveHiring managers and/or recruiters do not successfully engage with long term passive talent pipelines Compensation ranges are below market averagesCandidates have a negative perception of career growth at our companyRecruiters stretched too thin, carrying oversize requisition loadsRecruiters are not adequately incentivized for meeting recruiting targetsAlternative candidate sources like social networks, search engines, and lead databases are underutilized

S

O T

WW


Case Study - Opportunities

Innovations at our company could help us attract talent from competitors

Market forces like layoffs, mergers or acquisitions could weaken our competitors, making it easier for us to recruit from them

Advances in technology could make it easier to reach passive candidates

Employee referrals could be better utilized and proactively solicited with new social networking software

Existing incentive programs could be leveraged to motivate recruiters

OFCCP regulations about applicant tracking can produce data which could be utilized to provide insights on the effectiveness of sources of hire

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OO T

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Case Study - Threats

Other companies’ innovations may make their jobs more attractive

Other companies’ culture and benefits may more strongly appeal to a new generation of candidates

Competitors utilizing social networking and alternative candidate sources to identify and recruit our employees directly

Changes in privacy laws or other government regulations may make it difficult to directly solicit candidate information

Additional OFCCP and EOC regulations may slow down recruiters with additional red tape

Further erosion of the HIB caps make it more difficult to import talent for highly specialized roles

Well-funded start-ups overspending to aggressively recruit our people and offer them salaries much higher than industry averages.

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O TT

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1. Leverage college relations to ensure that new generations of candidates are well informed about innovations and culture well before they graduate.

2. Leverage employment branding and job posting strategy to capture the attention of employees at companies that are experiencing layoffs or mergers.

3. Create a proactive program to utilize industry reputation and brand name recognition to solicit referrals from both employees and external communities.

4. Use upper management buy-in and budget to fund recruiter incentives, purchase access to alternative candidate sources, and provide training on how to engage passive talent pipelines.

5. Automate job board sourcing and active candidate communication to free up recruiters time, reduce their workload, improve time-to-hire and provide “just in time” access to candidates.

6. Use job postings in a grass roots marketing effort to help draw candidate’s attention away from negative perceptions and focus on company strengths like culture, longevity, benefits, career advancement, training, etc.

Possible Strategies


Contact Me

Shally SteckerlFounder, JobMachine, Inc.

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