Maximizing Digital Tools - A digital recruiting strategy, from research to policy and program launch
Recruiting workers for its pool of general and skilled tradespeople is the lifeblood of staffing companies Labor Ready, Spartan Staffing, and CLP Resources (now known collectively as PeopleReady). Staff members in the company’s more than 600 branch offices worked diligently – but independently - to advertise, promote and recruit workers daily to fill open job orders. A wide range of tactics were employed, especially the use of paid job boards. Yet despite the effort and expense, job orders were going unfilled, which meant a loss of revenue. The firm needed a strategic, coordinated, automated way to post jobs, maximizing digital and human resources and ensuring that job seekers found the company’s job openings when, where and how they were looking for work.
What Dotti Did
Under Dotti’s leadership, a four-point digital recruiting strategy was developed:
- Centralize all recruitment advertising in the marketing department and utilize the company’s own websites to post and host job advertisements.
- Categorize all jobs as either “evergreen” (those that were in continuous demand) or “strategic” (those that were unique to a specific project, customer or geography).
- Rework the brand websites to accommodate evergreen job postings, then work with Google and Indeed.com to syndicate those jobs broadly so that job seekers would find them when searching for work.
- Eliminate job postings on other job boards (paid and unpaid) to ensure that Google recognized the authority of the company's hosted job postings.
A key aspect of the strategy was location; job seekers search online for work by job name in _____ (their community). That knowledge led to the establishment of discrete geo-tagging and location descriptors to improve relevance with Google and to provide effective search results to workers.
Once the mechanics were established, the evergreen job posting process was largely automated. Postings for “strategic” jobs were handled on a custom basis and submitted to Marketing via email. The strategic jobs were also hosted on the company’s websites and supplemented with paid postings, social media and traditional marketing.
The strategy worked! The number of job applications increased dramatically and quickly, even for tough-to-fill positions; workload in the branches dropped; cost of paid job postings was slashed; and website traffic rose steadily. The biggest challenge was training internal staff to use the company websites for job postings and convincing them that more is NOT better when it comes to posting job ads across the multitude of available options. Branch training sessions, reports of results, and collaboration with leaders were all effective in moving the needle toward compliance and alignment with the strategy.