RDC Articles

On-Line Recruiting
Harvard Business Review, September 2001

I read "Making the Most of On-Line Recruiting" (March 2001) with interest because I work at a search firm. As author Peter Cappelli states, the war for talent has moved to the Internet. But I believe that the Internet, while initially creating a seismic shift in the job market, has merely expanded the tool kit companies must use when they execute their overall recruiting strategy. No doubt, organizations that view recruiting "as a reactive, largely clerical function" will be left behind. Seeking the best talent, however, takes more than "simply…logging onto the Internet."

Because the best people may not be actively looking for new jobs, companies must actively source and recruit talented individuals. Monster.com's database of "more than 18 million employee profiles and resumes" notwithstanding, a large untapped universe of people are not posting resumes, answering want ads, or beating the bushes for new jobs. But this group of highly motivated, career-oriented professionals typically have their ear to the ground, and they can be recruited-for the right opportunity. The trick is to identify these individuals and then approach them in a targeted, professional, and confidential manner.

That is where Internet recruiting, used to the exclusion of a full search process, falls short. Despite various on-line recruiting techniques, which can sometimes uncover passive candidates, there is no substitute for the original research that needs to be performed in order to locate the right people for key positions. Doing that legwork is the only way to ensure that the entire universe of candidates is being considered. My company routinely posts job openings to more than 1,000 sites-including job boards, news groups, trade associations, and universities. And although we receive many resumes from these sites, we don't often find truly qualifies candidates this way.

In my opinion, recruiting on the Internet has two drawbacks. First, the time required to surf and sift can be lengthy and the process cumbersome. Second, although the speed of the Internet can shorten the hiring cycle, it also means that active candidates are not on the market long.

In the article, Ed Melia recommends spending an hour on-line each day and the rest of the time contacting applicants. But the sourcing process-done right-demands a much greater time investment. As has often been said, recruiting is a contact sport. And while I use the Internet as a complement to the original research I perform, picking up the phone and making hundreds of cold calls is still the most effective way to find the right person. That's because the person who is not looking for a job can eventually be turned into an applicant through pinpointed identification, thorough evaluation, and a professional recruiting approach.

I agree that companies will have to work much harder to find, attract, and retain top talent. Although relying solely on the Internet may be seen as cost effective and expedient, the companies that will ultimately stay on top of the talent game will not forget the basics.

Christopher J. Bilotta. "Letters to the Editor" in Harvard Business Review (September 2001), pp. 153-154