Manufacturing Recruitment Advice - Identifying the top 15% of manufacturing candidates

13 July 2018

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Speaker 1:                       You're listening to Manufacturing Ignition Recruitment Advice. Bringing you right up to date on the latest recruitment information, trends, and discussions to help you recruit the best people for your business. Sponsored by Bonfire Recruitment, helping manufacturing leaders across the U.K. to attract the best talent for their manufacturing company. Ignite your business or career today by visiting

Speaker 1:                       Here's your hosts, Terry Mallin and Scott Buchanan.


Terry Mallin:                   Moving on to this week's recruitment discussion. And as I said, this discussion's going to around one shove match. So follow around from last week's podcast, when we went through how to mark out your market, if you are a business owner, a business leader, a hiring manager, or you can be in any management position but for the sake of- whoever. Whoever recruits for a team within manufacturing: it could be HR, internal recruitment, it could be anyone- a production manager, it doesn't matter.

Terry Mallin:                   If you recruit a role for a manufacturing company, you're the hiring manager. You should know how many people are in your area who could potentially do that job, whether it be 50 people, 5000 people, you should know that number actually, because that allows you to actually make sure that you've got full visibility of the market and the potential people who could work for you and find your team.

Terry Mallin:                   So we went through that last week about how to mark out your market, so this week I thought it was important, Scott, that actually once you've mapped out that market, it's all very good that you've scoped out everyone there in that market, but how do you identify the top 15% to make sure you get the best people for your business?


Scott Buchanan:             Absolutely.


Terry Mallin:                   And to kinda put that in perspective, so say you're a ... let's stick on the West Gate. We talked about West Gate at the start. Let's say you're a West Gate company in the Scottish highlands and you're the HR manager and you've - you know there's say 5000 people who work within the West Gate industry, within manufacturing, within thirty miles of your company, and your site. Okay?


Terry Mallin:                   So that 5000 people, how do you identify the top 15% that could potentially be attracted to your business? So that's 750 people and that's the 750 people you concentrate on. So that's what I kinda wanted to go through this week. And give you a little bit of an insight - we don't give away too many secrets here - but give you a wee bit of a yanning and insight about how we do that and this is a more medium, long-term strategy that medium come in.


Scott Buchanan:             Yeah.


Terry Mallin:                   And Scott, you're well aware of how we track movements. You know, and the type of stuff that you work from, potential people, so if you see  profile online or whatever, you know, naturally you'll tend to look at the time they've been at whatever company as well as their progression within that company. And naturally if someone's been within a business for say, five years, and what they've worked their way up is from an operator to an ops manager, killing up five years, they've got to be doing something right, you know? And it's with a competitor of yours. Not only would it benefit you if you're recruiting an ops manager tempting that individual into your business, because it could damage your competitor, but also what you're getting is real talent 'cause obviously that company's in [inaudible 00:03:25]


Scott Buchanan:             But you know, typically Terry, you see that type of typical talent struck candidate you're talking of, their employee to their business is typically the candidate may well not have been rewarded financially as well as if someone that's left the business and gone to another company, because you know that way, which is one of those things I guess. Whereby if you stay with a company, the company believes they're doing the right thing, but actually you know the competition is always looking for good talent.


Terry Mallin:                   Correct. And then that will be our future recruitment minute, we'll talk about retaining. Once we've got the good people in, how do we retain them? And a second data that myself and Scott track is all yer rewards. You know, recognition, [inaudible 00:04:11], anything at all with names and we gather that information over a period of time, and that's what people should be doing. Hence why we have, and we mention about about rewards, you know every week in the latest news, because we're visibly watching them, looking for people, and marking it in a notebook. It's not literally a notebook, but on our database. We actually know who's doing well over a period of time. [inaudible 00:04:36] And you know, this isn't really the be all, end all, this is just a wee bit of advice. You know, it's not one size fits all [inaudible 00:04:46] it's certainly not that, but it's fairly accurate. It's consistent trains.


Scott Buchanan:             What's that?


Terry Mallin:                   But if you're looking at that. Like connectivity. People who are less active tend to be more busy on their rows, more happy in their jobs, or not really interested in Linkedin. They're doing well. They're getting recognized within their company. Tends to be when someone has a much higher activity in their platform, it tends to be that they're maybe updating their profile. Okay, if somebody updates their profile that means that maybe they're gonna start to look for a job. Or they want their profile up-to-date for some reason. Okay?


Scott Buchanan:             Yeah.


Terry Mallin:                   And it might be genuine reasons of just wanting to just want to update it, but let's be honest. End of the day if I was updating my profile, there's a reason behind it. And that might be a number of different things. You're actively posting more, so myself and Scott would keep an eye on that sort of stuff. That doesn't mean that that person is not in the top 15%, because you should know that before. Actually they're starting movements. And then actually you're looking at have you had any engagement with this person before? Is this someone you see time and time again actively applying for roles every single month, for every couple of months?



Scott Buchanan:             Yeah.


Terry Mallin:                   All of us tracking movements actually, you're looking trends where it kinda identifies as "How's this person within their working life?" Does that make sense to you?


Scott Buchanan:             Yeah, no it does Terry, and I thought you were- I don't think is a super secret, but one of the things about the candidate that's maybe too busy, and that's keeping a low profile, sometimes doesn't get the chance to exactly see what you do, but you see them as much as update their Linkedin profile, and the person that's doing all the updating and similar, and actually the best piece of talent that I gave another employer might be looking for is a person sitting next to them, half the time. And it's actually good recruiters will have an understanding and have mapped out "Who's here doing what?" I guess. And that's a talent that companies- You know, because of doing all the graphs and the backgrounds that will hit them if they're not getting looked after. So yeah, you're absolutely hitting the nail on the head, Terry.


Terry Mallin:                   Okay good. And as I said I'm not gonna give away too much secrets, you know that's kinda the tip of the iceberg again. But literally, you know if you picture the last two podcasts we went through, you should've mapped out your market. You should know how many people are in engineering, how many people are introduction, operations, supply chain, finance, HR, whatever the department might be. You should have now an understanding over a medium-long period actually tracking movements of "Who's potentially the top caliber, and who's that top 15% of people?"

Terry Mallin:                   Now what we work on, you know, we work in senior management within the manufacturing, and imagine. We've been developing this the past couple of years. So imagine you had a system that identifies a highest chance of that person being active, and likely to look, so you know those people who are inactive in Linkedin, who are happy in their role, who have likely progressed their career through a certain business. If you had a system who could identify the highest chance and the highest point at any period of time where that person would be more receptive to receiving a message from you and having a discussion to then encourage that person in your business. Well that would be the strongest recruitment tool that you could ever have, rather than just posting an advert on your typical job boards.



Scott Buchanan:             Definitely.


Terry Mallin:                   And Scott, if that system can then generate a shot list of potential people for you, for any live logs who have fallen into that category from the top 15%, you can then engage the right people at the right time and get them involved, and your recruitment process, and it's people who you would never have seen before who are doing very well in their jobs, however if a better opportunity comes up, and a better opportunity to progress their careers, or whatever the motivation might be, then you can have that discussion.

Terry Mallin:                   But let's be clear Scott. Getting to that point is only the first hurdle. Alright? You identifying those people, you know at this point that they're more receptive to having a message from you and having a conversation. You might have that conversation, but at the end of the day you still need to get that person interested in that opportunity you've got at your company. Which I think next week what we'll go through is "How do you then attract the top people to interview for your business?" And input on that Scott? What do you think?


Scott Buchanan:             I think that you're hitting the nail on the head. You're always giving away some of our secrets there, Terry. But I think the idea that people, top talent is typically passionate, and tracing then doing an amazing job at whatever their specialism, and whatever they're doing. And that type of talent when presented with a better opportunity, or a better company and a better opportunity, these are the things that tempt people away. And I guess at the end of the day all we do is present the opportunities, and I guess at the end of the day, people are quite receptive to bettering their career, which is what it's all about, I guess.

Scott Buchanan:             The challenge sometimes, and one of the frustrations that we both have I guess is when the organization says that they have their own internal recruiter that has access to the same network, and some are connected to job blogs, and so on. And it ends up that this may be another can of worms in that actually is not true. And that we actually can- It's not just about the name, it's actually about the relationship with that name, and obviously introducing into the process, and getting through there for the right reasons.


Terry Mallin:                   Yeah, and that's a different topic again, 'cause you know, end of day, it's all good being connected online to it and being a certain level of connection. You need to have a foot in the market place to even be able to have the conversations. You know, these guys are getting approached day in, day out by everybody in the market. How do you stand out? But that's another topic. That's future down the line, okay?


Terry Mallin:                   But guys, and this is really good information, this is really good food for thought. We work alongside a lot of internal recruiters, and HR, and the reason being is because we understand the challenge that the guys are going through. We've done recruitment as well. We've been in that position where actually we've been limited on the tools and the systems we've been given, and we're expected to deliver miracles.


Scott Buchanan:             Yep.


Terry Mallin:                   And we understand 100% the frustrations. So what we actually did two and a half years ago was reverse all those frustrations and actually start to build our system so that actually we can be far more proactive rather than reactive, and that's probably the engineering background in me. Where actually I was thinking "How can we do this much better than everybody else and really have a benefit to the wider market?" So with that, guys, if you work in HR and internal recruitment, we feel your frustration there. We're more than happy to have a further chat in this just to give you a bit of insight into what we do to help you as a business.


Scott Buchanan:             It's compliment. I think that's the point isn't it? It's complimenting a given process. Again, and we touched this in the previous podcast, and I'm not gonna stand on my high horse again, but I certainly think that working alongside of, or being part of a given business for the right reasons, and you know that goes- It's exactly what we're saying there about inclusivity, isn't it? And the someone who harks actually allows actually a better result, and certainly we've seen the results of that, and yeah. Happy to talk with anyone around those topics.


Speaker 1:                       Thanks for listening to Manufacturing Ignition podcast. If you've ade it this far, we take it that you enjoyed the show. In return we'd love it if you'd leave us a rating and review on iTunes. Subscribe while you're there, and we'll catch you for the next episode.




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