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An effective CRM (Candidate Relationship Marketing) 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.

Donna Troisi tracks appointments, placements and calendar events in the Bugler.

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