5 business development key strategies for recruiters
By Indeed Editorial Team
Published 5 September 2022
The Indeed Editorial Team comprises a diverse and talented team of writers, researchers and subject matter experts equipped with Indeed's data and insights to deliver useful tips to help guide your career journey.
When you're working in a business that's in the earliest stages of its growth, development is an important factor to consider. The bigger a company grows, the more likely it is to realise its full potential. The best way to ensure high-quality growth includes crafting and implementing an effective business strategy. In this article, we discuss what a business strategy is and give examples of business development key strategies for recruiters looking for an opportunity to develop their company with a cohesive plan of action.
What is a business development strategy?
The business development process is one encompassing the way a company operates, with business development key strategies for recruiters playing a significant part in the hiring side of the company. These strategies focus on how recruiting the right staff increases the potential growth of a company over an extended time. This refers not only to the type of roles that the company fills but also to a hiring process that selects the right candidates from a field.
Business development key strategies for recruiters
Some examples of business development key strategies for recruiters include:
One of the most important attributes for a candidate is the skills that they have in a role. This strategy involves hiring staff by focusing specifically on their skills rather than their experience in the workplace. The theory behind this strategy is that a prospective staff member with the right skills engages with the position more effectively, completing their work faster and to a higher standard than competitors. This is beneficial for business development as it ensures that highly skilled employees add to the company's output.
It may also increase diversity since sometimes the candidates with the right skills don't have the same background as others in the firm. Having a high level of skills means companies work more effectively than others, gaining a competitive advantage over their opponents. This includes generating higher rates of production and skilled designers who create solutions to potential flaws in products.
This strategy focuses on hiring candidates that have more experience of work in the industry. Depending on the company, this includes either considering all the experience a candidate has in the industry or only experience in an identical role in another company. The theory behind this strategy is that the candidate hires a member of staff with more knowledge of how the industry works in a practical sense, implementing this knowledge in their work and requiring less training before catching up with their colleagues in terms of efficiency.
This is an ideal strategy for business development, as it provides a higher level of leadership and experience for the rest of the company. The more experience a member of staff has, the higher the likelihood of their familiarity with struggles the company faces. Experienced staff use their past to develop responses to issues, which guides the emerging company through events that newer and inexperienced colleagues struggle with because of unfamiliarity.
This strategy is one focusing on the culture of the company and how a member of staff fits in with the existing structure and cultures of the organisation. Accounting for the personality of the candidates is important for this strategy. The theory behind this strategy is that the company benefits from a cohesive and positive atmosphere throughout the company, as people work more effectively with fewer disputes occurring in the office space. A strong culture also enables more teamwork and happier employees in the company.
This is ideal for the development of a company as it ensures that staff members have an emotional investment in the company. The more a member of staff enjoys their time in a company, the better chance they have of engaging with the work the company does and putting more effort into reaching the right business outcomes. Companies in these situations develop more quickly because of their focus on their goals, with everyone working effectively as a team.
Some companies select their recruits with a focus on the network that the member of staff has. This refers to the professionals that the candidate knows, some clients that the candidate has experience with and some suppliers the candidate worked with prior. The theory behind this is that a developing company benefits from having as many contacts in its network as possible.
This supports the development of a company as it ensures that the company has as many contacts throughout the industry as possible. A good network means that a company has access to as many suppliers as possible, can reach out to new clients and even recruit better staff through their links. Companies develop better in this way as they spend less time building new connections with other companies in the industry, taking advantage of existing opportunities and focusing on more practical work.
This strategy involves recruiting staff in line with their levels of potential in the workplace, rather than their existing experience and skills. Potential-based recruitment is a system that works primarily when a company uses trials for their employees, in which managerial staff have members of staff in their role for one day and examine them. Managers look for the potential of members of staff for growth rather than only considering their levels of skill at this point.
Companies develop quickly when they hire staff for their levels of potential as these members of staff grow with them. A candidate having the dexterity and physical capacity for a job without understanding each step in the process is ideal, as any shortcomings are easily removable. This is also a more affordable recruitment strategy, as those new to the industry have lower wage demands. Companies use these extra funds to further develop their processes and working methods.
Examples of using key strategies for recruiters
See a series of examples of using each of the above strategies below:
Skills-oriented hiring example
ColTech is a programming company that makes apps for a range of different clients. Their field of candidates is only two, with Muneeba and Ian competing for the same position. Ian has five more experience of working in the industry and Muneeba knows several programming languages, whereas Ian only knows one language. ColTech hires Muneeba as she has a larger skill set that relates directly to the role.
Experience-oriented hiring example
G.A.R. Football Club is looking for a recruitment analyst for the upcoming season. There are three candidates for the position. Harry has all the right skills, completing his scouting qualifications a month earlier. Susan has most of her qualifications and a year of experience as a data analyst at a nearby team. Jacques has most of the qualifications and experience of working as a recruitment analyst for another team. Jacques receives the job, as the company has a focus on hiring those with the most relevant experience possible.
Culture-oriented recruitment example
Gateston is a hedge fund with a focus on investing in companies with an environmentally positive output. As a response, Gateston focuses on hiring members of staff that share this emphasis. Dwayne has four years of experience in investing with a focus on diversifying across the entire market, including fossil fuels. Sheila has two years of experience but a portfolio featuring only ethical investments. Gateston chooses Sheila as she suits the culture of the fund more.
Network-based recruitment example
Sorbate is a company that creates fizzy drinks and requires a new procurement manager. Their two candidates, Jos and Tim, have the same amount of experience in the industry and the same level of qualifications. The company hires Jos over Tim, as Jos has a more impressive set of contacts. Jos then contacts vendors from his prior roles and supports Sorbate in limiting the cost of procurement throughout the company.
Potential-based recruitment example
Giuseppe's Pizzeria is a new restaurant in town and holds a trial for members of staff. Charlie has an adequate level of skills in all areas and three years of experience and makes a good potential candidate. Davide is excellent in customer service and preparing pizzas, but has no experience and occasionally burns the food leading to more waste. Giuseppe's Pizzeria hires Davide in this case. Davide's flaws are things that the pizzeria teaches its members of staff, and with the right training, Davide has the potential to be an outstanding employee.
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