2. Make it easy for employees to get involved
As a recruiter, you need to make sure that your job openings are
reaching the passive candidate market.
Employees are a great way to reach that market. Many of their
friends and family are potential candidates, plus employees attend
industry events—like conferences—where they can spread the word
about your job openings.
Make it easy for your employees to recruit and advocate for your
company by informing them about all job openings—then, they can
decide if and how they want to promote these roles. Here are a few
ways you can keep co-workers updated on the latest open positions at
Internal email announcements: If you're at a small to medium-sized
company, send a monthly email to employees about your current job
openings. Even better, link to a LinkedIn search with pre-set role
criteria so employees can easily find which connections might be a
good fit for the role.
LinkedIn: Ask employees to link their LinkedIn accounts with your
company's page, if they haven't already. Then, they can view the job
openings you've posted on the platform, and their connections can
see that they know someone at your company when viewing the open
Internal job board: An internal platform where employees can
review job openings is ideal for large companies with a growing team
and many job openings.
In-person communication: If you're a smaller company, you can
announce your open job positions to employees at team-wide meetings.
It’s important to make sure your employees are speaking to potential
candidates because they want to, not just because they're told to.
Employees are only powerful brand advocates if they're authentically
praising your company.
3. Ask for referrals with a goal in mind
Referrals are a great way for employees to get involved in hiring.
However, it’s important to be very thoughtful about the end outcome
you're trying to achieve when setting up a referral program.
If you offer the same referral incentive for every open position,
you could accidentally establish a culture where employees make
referrals because they want a bonus, not because they know someone
who is a great fit. You may also end up wasting money on incentives
for jobs that are easy to hire for.
Instead, save referral incentives for roles that are difficult to
fill. If incentives aren't the norm, help your employees understand
that they should make referrals to help their
company find talented people, not just to get a monetary bonus.
For example, you might pay employees for field sales rep referrals
because the role is travel-intensive and difficult to hire. On the
other hand, you may not need to give a referral bonus for hiring a
temporary retail specialist position when people are lining up for
To build a referral
program without hurting your recruiting culture, follow these
Save referral incentives for roles that are tough to hire. Give
employees an extra push to make referrals if you're having trouble
finding strong candidates.
Articulate why you give different incentives for different
roles. As soon as you give bonuses for some jobs and not others,
employees will want to know why you're favoring positions. Provide
visibility by explaining your rationale for different referral
4. Show off your culture with team interviews
Involving your entire company in the interview process creates a
experience and recruiter experience. Candidates get a better
sense of your company culture by talking to employees about what
it’s like to work there. As a recruiter, you get a more holistic
view of candidates by hearing non-recruiter employees’ perspective
on the applicant.
The key is to make it easy for employees to engage in interviews.
Here are a few key ways to get more of your company involved in
Plan your interview questions in advance. Have a script for
every interviewer to follow, and you'll avoid repeat or weak
questions in the interview process. Collaborate
with hiring managers and other interviewers to figure out
questions that are relevant for the role. For inspiration, check
out these seven proven
Coach interviewers to help them deliver questions. Even with
scripted questions, you don't want hiring managers to sound robotic
when they interview candidates. Offer to do a practice interview
session with them to help them find a natural, conversational tone.
5. Use data to strengthen the culture you’ve built
After encouraging employees to get involved in hiring, use metrics
to measure the effectiveness of the culture you’ve built.
If you don't track
metrics, you won't know what to focus on when something goes wrong.
That lack of accountability ends up hurting your recruiting
culture—employees are unfairly blamed and lose trust in the hiring
Say, for example, you realize that it's taking 90 days to hire
candidates, and you're losing 25% of them because they're taking
other jobs. Without checking metrics, your first instinct might be
to yell at your recruiters to make the time-to-hire faster. But
after checking your metrics, you find out the real problem—employee
interviewers are cancelling 75% of their interviews, so the
time-to-hire is long and candidates are disappointed.
To figure out the weak links and improve your recruiting culture,
track these key metrics:
- Percentage of employees who participate in recruitment
- Number of interviews per quarter
- Number of offers from referrals
- Interview feedback
- Interview cancellation rate
By measuring these metrics, you can dig deep on hiring issues to
figure out where to make adjustments and strengthen your culture.
Hire top talent by leveraging your entire company
A recruiting culture looks different for every organization.
Whatever way employees get involved in recruiting, strive for a high
level of engagement. An active recruiting culture allows you to do
your best work as a recruiter, and can help improve the overall
candidate experience. Whether you need help with candidate sourcing
or interviewing, you have employees that are ready to pitch in to
make hiring a team sport.