Gartner Research

IT Recruitment: Attracting the Best

Published: 01 November 2008

ID: G00163750

Analyst(s): Diane Berry , Andrew R. Walker , Heather Colella , Mary Mesaglio

Summary

The secret to finding great talent is sensitivity to candidate needs and aggressive marketing of positions throughout the recruitment process. This entails developing high-potential employees, dismissing low performers and recruiting creatively.

Table Of Contents

Foreword

Executive summary

  • Adopt a candidate-led marketing approach to win the war for talent
  • To attract candidates, market the job as you would a product
  • Place the job where candidates will see it
  • Promote the job in a compelling way
  • Price the job right, with a combination of hard and soft rewards

Adopt a candidate-led marketing approach to win the war for talent

  • The incredible shrinking pipeline—The IT recruitment landscape
  • Candidate needs have changed
  • Good recruitment isn’t always expensive, but bad recruitment is
  • Use the four Ps of marketing to formulate a candidate-led recruitment strategy

To attract candidates, market the job as you would a product

  • Market the job from the candidate’s perspective
  • Customize your approach to attract the best
  • Treat your candidates as you would your customers
  • Your best candidate may be internal
  • Levi Strauss EMEA—Leaders in integrated workforce management

Place the job where candidates will see it

  • Choose channels that fit the target market
  • Look beyond the traditional
  • Dow—Using social networks to recruit retirees and workers on leave
  • Decide when to be a “farmer” and when to be a “hunter”

Promote the job in a compelling way

  • Creatively promote your enterprise to beat the competition
  • Create a compelling interaction style
  • Work with HR to create a consistent, candidate-friendly approach
  • Be creative in how you promote the enterprise

Price the job right, with a combination of hard and soft rewards

  • Be explicit about salary and other hard rewards
  • Understand that soft rewards are becoming more important for candidates in all generations
  • Emphasize different rewards to different candidate profiles
  • Use soft rewards to be more competitive—Especially if you are in the public sector
  • Conclusion

Appendix: Case studies

  • Case Study: BankCo—Building a network to cultivate great talent
  • Case Study: Cisco—Farming the talent network
  • Case Study: ICW Group—Promoting entrepreneurialism to attract top talent
  • Case Study: Infosys—Nurturing the Talent Pool
  • Case Study: MSC Industrial Direct—Engaging candidates and being sensitive to their needs
  • Case Study: State of Missouri—Making the IT organization accessible to new talent
  • Case Study: Zappos—Culture plays a vital role in recruiting the right people

Further Reading

  • Gartner EXP reports
  • Core research
  • Book
  • Articles

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