Segmentation is nothing new to our colleagues down the hall in marketing, but when it comes to recruiting, it’s a relatively new phenomenon. Just a few years ago, recruiting messages were “one-size-fits-all.” We agreed on company verbiage we wanted to share publicly and then shouted those words to anyone who would listen. Then, of course, we’d be stuck going through thousands of resumes, many of which were completely unsuitable for our open positions.
Technology, particularly social media, has made it possible to communicate easily with different groups of potential hires. We also have the ability to research candidates, and learn not just about their education and skills but also about their career goals, interests, personal motivations, and cultural references. In turn, we can create relevant recruiting messages accordingly.
In their book Workforce of One: Revolutionizing Talent Management through Customization, Accenture talent executives Susan Cantrell and David Smith suggested that organizations can achieve significant business benefits by treating each individual as a workforce of one – in other words, by offering each would-be employee a customized recruitment experience.
Cantrell and Smith recently wrote an article for Monster.com that revealed how organizations can segment potential employees by any number of variables. Here are a few of their examples:
P&G delivers targeted recruiting messages to potential MBA candidates when they are most receptive – at Christmas vacation, for instance, when students are less busy with academic work and starting to think about the January intern season.
Life Stage or Generation
Companies like Deloitte often reach out to different generations in an age-appropriate format. To reach millennials, for example, they encourage job candidates to speak freely with company employees on Facebook.
For more tips, have a look at the full post on the SilkRoad blog.