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CRM Strategy
(May 03, 2002) - The
success or failure of your efforts will rest on an eternal truth. Programs are
great for morale but rarely change anything. If you want to build a secure and
reliable supply of talent to ensure that your company adapts rapidly to the
labor shortage, the strategy must be installed in the CEO's office. This can not
be a one time thing. Either the CEO buys the approach and views it as a critical
issue or you should start hunting for another job.
An effective CRM Strategy for the development of
a stable labor supply rests on several key principles:
- Employees (past, present and future) are
customers and investors.
- A deeper, more intimate relationship with
them will speed the hiring process when others are slowing.
- The responsibility to bring value to those
relationships belongs to the company, not the employee.
- The goal is to delight employees and make
them want to work for the company.
- Each group (past, present and future) has
different interests and requires different technology.
- The maximum size of the effort is a group 20
times your five year hiring needs. It could be smaller.
- Communications are tied to identifiable
sub-groups.
- Identify sources of subgroups and recruit for
the network.
- Use everyone in the organization. Provide
rewards.
- Build incrementally but quickly. Demonstrate
success.
- Train Recruiters in Tactics. Train Everyone
else in the organization in Strategy and Philosophy.
- Create a career path for Recruiters with
senior players functioning as network managers.
- Create measurements everywhere.
We think the central actor in these experiments
will be a new generation of recruiter who has been relieved of administrative
hiring responsibility. Driven by relationships with a specific set of hiring
managers, this person builds a network of roughly 500 people (100 per year) who
are the labor supply for the next five years. The job is to develop and maintain
relationships with people who are excited and qualified. The
"super-recruiter" sources and accomplishes background checks (through
a subcontractor) but is mostly responsible for having these people immediately
available once a hiring determination is made. The super-recruiter brings the
hiring cycle as close as possible to zero days by building a supply.
-John
Sumser
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Copyright © 2013 interbiznet. All rights reserved.
Materials written by John Sumser © TwoColorHat. All Rights Reserved. Mill Valley, CA 94941 415.377.2255
colleen@interbiznet.com
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Materials written
by John Sumser
© TwoColorHat.
All Rights Reserved.
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