It was another incredibly stressful day for the Human Resources team. It was January, cold, and the reflection of the sun off the freshly-fallen snow outside blinded everyone who dared look out the window. On top of that, the office was cold, and the flu had begun to run rampant through the team, resulting in frequent absences.
The work itself was, at least, consistent—perhaps too much so, as evidenced by the sound of keyboards tapping a little too vigorously. To say the least, the team was stretched thin—and the meeting in the conference room that day was a welcome change of scenery.
After the presentation ("Acquiring New Talent") ended, a murmur of excitement passed through the room. The whole HR team knew they needed more staff; but they needed a way to find more workers without spending much money, or time. Pretty soon, ideas started to fly.
Great talent acquisition ideas can start small. Flickr/TIG Photos
The first suggestion came from one of their more senior employees, a tall, thin man with glasses. He suggested reaching out online, as that was where people got most of their news nowadays, and there were websites that would let them put up information about work for free.
Another suggestion came from a mid-ranking female employee.
"If you reward employees for referrals," she began, "you can be sure to get at least a few people who have experience. I know a few people myself who used to work with me in an office a little way from here, and they're tired of their boss. I'm sure you could offer referral bonuses, and you'd get people thinking about who they know, and try to get them hired."
After the initial few suggestions, the room's collaborative energy had begun to build.
"You could use the website, and we wouldn't have to spend so much time on interviews," suggested a new employee. "Maybe have people create profiles or something—that would almost switch the interview process around. We could ask questions in their profiles that relate to what we're looking for, and we wouldn't even really have to call people and tell them if we wanted them or not."
"You could make a section for people just expressing interest," added another. "That way, it's not really obligating us to do anything. Make up a form, asking only for their name, how much experience they have, and some contact information. It would give us a constant pool of people to contact and interview, if more positions came up or something. We can always find out more information about them with a quick search."
"And, you can always ask interns," piped up that quarter's intern, a sophomore in college, as she delivered another few copies of the slide show presentation to the few who hadn't gotten one. "There are plenty of graduating seniors in school right now who want work, and they may have interned here. If you collect intern information, you can look to them later on when you need employees and they need work."
"And, I'm sure we all know people who could be good in our business environment, but aren't experienced," the presenter began. "Maybe a neighbor who is particularly good at organizing the community garden, or a very persuasive friend. The right candidate can be anywhere—and they don't have to be expensive to find."
Everyone nodded, considering who they might know, and left the meeting thinking of how much better their lives could be if they could get new employees for the company—and pondering how to spend their referral bonuses.
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