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Advertising Networks IV

(October 13, 2003) - We've spent a lot of time writing and thinking about the internal social networks that form human capital and the external networks that form some of the supply. (A cruise through the archives is always an interesting voyage.) Our bias is that networks work best when communication is reciprocal and introductions are converted into relationships that can harness the network. (It's the underlying principle behind our longstanding support of Hire.com as a vision and an execution.)

Advertising networks are, in general, a different kind of thing. Like email, they are message delivery systems. Response management and results generation are, in most advertising systems, an afterthought. Where relationship development is facilitated, it usually comes at the expense of using internal systems. In other words, Recruitment advertising in general and Recruitment advertising networks, in specific, suffer from the same sorts of myopia that cripple ATS systems.

There is no one best way to do recruiting .

We believe that there are (at least) 7 major variables that define the appropriate recruiting tactics for a specific company in a specific setting. (The idea is still developing, look for a white paper from us shortly.)



Brand Strength Well Known Industry Aware Regional Unknown
Labor Volatility Shortage Industry Shortage Local Shortage Surplus
Screening Utility Low - Executive Qualifying Skills Based High - Blue Collar
Business Size Huge (Fortune 500) Large (501-3,000) Medium Small
Workforce Mix Project Oriented Complex Product Focused Simple
Industry High Tech Service Manufacturing   Other
Recruiter's Role Recruiting/Hiring Recruiting Network Admin Assistant

From here, that looks like more than 700 observable major variations in recruiting style and tactics and we haven't yet focused in on employment type (temp/contract, perm, PEO, outsourced), profession or a number of other key variables. The right approach to recruiting depends on company circumstances.

We needed to introduce this idea at this point in the discussion because the viability of a given Advertising network is precisely driven by its attention (or lack of attention) to customer needs. Although most of the major network players will tell you that they understand 'recruiting' and recruiter's needs, the truth is that they are really offering solutions to problems suffered in specific subsets of this matrix.

(If you haven't read the brilliant analysis of this question on the Talent Management Blog, take a moment to do so. Read  in this order: Part 1, Part 2, Part 3, Part 4, Part 5, Part 5.1, Part 5.2, Part 5.3, Part 5.4Part 5.5, Part 5.6).

John Sumser

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Materials written by John Sumser © TwoColorHat. All Rights Reserved.
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