Recruitment marketing

Recruitment marketing is the strategies and tactics an organization uses to find, attract, engage and nurture talent before they apply for a job, called the pre-applicant phase of talent acquisition.

Definition

Analyst firm Brandon Hall Group defines recruitment marketing as all activities and strategies aimed at building and maintaining employer brand, extending reach and exposure of career opportunities, building and nurturing candidate relationships, and all management of messaging and advertising of talent acquisition efforts.^[1]

Process

The focus is initiating relationships with candidates prior to talent needs and beyond job openings by engaging them through the many touch points of the modern job search. The goal of a recruitment marketing strategy is to increase the number of qualified candidates in an organization’s talent pipeline. This strategy can be achieved through the use of a recruiting stack software solution. The recruiting stack can be a single or collection of tools and processes to meet the needs of recruitment marketing. Bersin by Deloitte defines a talent pipeline as an organization’s ongoing need to have a pool of talent that is readily available to fill positions at all levels of management (as well as other key positions) as the company grows.^[2] In contrast, traditional recruitment is focused on the immediate need of filling a specific job requisition.

A recruitment marketing strategy leverages principles of inbound marketing and integrates messaging across the employer brand, online job advertising (through job boards and aggregators like Indeed, SimplyHired, CareerBuilder, LinkedIn and more), SEO, mobile recruiting, landing pages, content marketing, career sites, social media marketing, employee referrals and email marketing to reach and engage potential candidates to opt-in to an employer’s talent network. Once in the CRM (Candidate Relationship Management), the focus is building relationships and nurturing candidates through personalized content, alerts and calls-to-action to send them relevant information, as well as job openings.

By tracking, measuring and analyzing the effectiveness of recruiting efforts, recruitment marketing is turning talent acquisition into a data-driven function that consistently and predictably drives more qualified leads into the hiring funnel. Using an integrated recruiting stack solution fueled by business intelligence and data science, companies can now report on the entire hiring process including the effectiveness of their recruitment marketing strategy and the value of their talent pipeline.

Evolution of Recruiting to Recruitment Marketing

Business in all facets has largely turned “inbound” in the last decade―customers are finding their own paths to services, products and companies versus companies using ads to disruptively get in front of potential customers. Inbound marketing has been the most successful marketing method for doing business in recent years because companies are creating value and interest for prospective customers, turning them into loyal and long-term advocates. HubSpot notes that inbound marketers who measure ROI are more than 12 times more likely to be generating a greater year-over-year return.^[3]

Marketing teams have thus transformed and expanded, adding new positions like content strategist and digital analyst, and expertise in social media, SEO and demand generation. The modern marketing team has key roles with specific knowledge in efforts that will attract more interested leads through broader channels, and more importantly, will nurture them into qualified prospects to deliver to sales.

To create differentiation and improve candidate engagement, recruiting is using marketing tactics with similar functions and strategies. While there has always been an element of marketing in a good recruiting process, historically it has never been the core, and departments have been siloed between marketing and HR.^[4] Now, however, the talent acquisition industry is seeing marketing and recruiting becoming intertwined, with recruitment marketing emerging both as a distinct discipline and a core competency affecting every part of the talent acquisition cycle.

The Consumerization of the Candidate Experience

The dynamic between candidates and employers is changing rapidly. With falling unemployment rates and increased job opportunities, rampant social media usage and proliferation of content, candidates are now in control of the career search experience.

Just as the internet, social media, online reviews and mobile devices changed the way consumers shop for products and services, these technologies also have changed the way candidates search for jobs. Candidates are behaving like consumers. They are consistently evaluating an employer based on its brand, communication tone, network connections and the candidate experience, and this perception heavily influences their next career decisions. And candidates are far more subjective. They’re easily influenced by what they hear about companies from friends and what they read about on social media–so organizations need to make sure that they’re providing a great candidate experience.^[5]

References

Employment

Classifications	Casual Contingent Full-time Part-time Self-employed Skilled Independent contractor Temporary Tenure Unskilled Wage labour

Hiring	Application Background check Business networking Contract Cover letter Curriculum Vitae (CV) Drug testing e-recruitment Employment counsellor Executive search Induction programme Job fair Job fraud Job hunting Job interview Labour brokering Overqualification Onboarding Personality-Job Fit Theory Person-environment fit Probation Reference Résumé Simultaneous recruiting of new graduates Underemployment Work-at-home scheme

Roles	Co-op Employee Employer Internship Job Permanent Permatemp Supervisor Volunteer

Worker class	Blue-collar Gold-collar Green-collar Grey-collar Pink-collar White-collar

Career and training	Apprenticeship Avocation Career assessment Career counseling Career development Coaching Creative class Education Continuing education Continuing professional development E-learning Employability Further education Graduate school Induction training Initial Professional Development Knowledge worker Licensure Lifelong learning Practice-based professional learning Professional association Professional certification Professional development Professional school Reflective practice Retraining Vocational education Vocational school Vocational university Mentorship Occupational Outlook Handbook Practice firm Profession Tradesman Vocation

Attendance	Break Career break Furlough Gap year Leave of absence Long service leave No call, no show Sabbatical Sick leave Time clock

Schedules	Four-day week Eight-hour day Flextime Overtime Retroactive overtime Shift work Telecommuting Working time Workweek and weekend

Wages and salaries	Income bracket Income tax Living wage Maximum wage National average salary World Europe Minimum wage Canada Hong Kong Europe United States Progressive wage Singapore Overtime rate Paid time off Performance-related pay Salary Salary cap Working poor

Benefits	Annual leave Casual Friday Day care Disability insurance Health insurance Life insurance Parental leave Pension Sick leave Take-home vehicle

Safety and health	Epilepsy and employment Human factors and ergonomics Industrial noise Protective clothing Occupational burnout Occupational disease Occupational exposure limit Occupational health psychology Occupational injury Occupational stress Repetitive strain injury Sick building syndrome Work accident Occupational fatality Workers' compensation Workplace phobia Workplace wellness

Equality	Affirmative action Equal pay for women

Infractions	Corporate abuse Accounting scandals Corporate behaviour Corporate crime Control fraud Corporate scandals Discrimination Dress code Employee handbook Employee monitoring Evaluation Labour law Sexual harassment Sleeping while on duty Wage theft Whistleblower Workplace bullying Workplace harassment Workplace incivility

Willingness	Civil conscription Conscription Dead-end job Extreme careerism Job satisfaction Organizational commitment McJob Refusal of work Slavery Bonded labour Human trafficking Labour camp Penal labour Peonage Truck system Unfree labour Wage slavery Workaholic Work aversion Work ethic Work–life balance Downshifting Slow living

Termination	At-will employment Dismissal Banishment room Constructive dismissal Wrongful dismissal Employee exit management Exit interview Layoff Notice period Pink slip Resignation Letter of resignation Restructuring Retirement Mandatory retirement Retirement age Severance package Golden handshake Golden parachute Turnover

Unemployment	Barriers to Employment Depression Great Depression Long Depression Discouraged worker Frictional unemployment Full employment Graduate unemployment Involuntary unemployment Jobless recovery Phillips curve Recession Great Recession Great Recession job losses List of recessions Recession-proof job Reserve army of labour Types of unemployment Unemployment Convention Unemployment benefits Unemployment extension Unemployment insurance Unemployment rates Employment rates Employment-to-population ratio Structural unemployment Technological unemployment Wage curve Youth unemployment

See also templates Aspects of corporations Aspects of jobs Aspects of occupations Aspects of organizations Aspects of workplaces Corporate titles Organized labor

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