Still Lacking a Candidate Pool? Here’s What You Can Do

Global mobility managers always under pressure to reduce their costs while ensuring a healthy pipeline of talent can resort to one effective, if barely used, solution: build a candidate pool. Now, that should be de rigueur; unfortunately, it’s not always practiced.

Having an active database of ready and willing talent can eliminate a lot of the anxiety that comes in not knowing where next to find the next qualified assignee. In a survey by BGRS, 20 percent of the companies that participated admitted that they did not know where to source candidates for their increasing number of international assignments.

Another 33 percent revealed that they do not have systems in place that can screen, assess, and finally accept (or reject) the candidates who express interest. Stunning admission but it is what it is.

A candidate pool addresses these concerns while making sure that the recruitment, hiring, and talent development processes are in constant, effective operations that boost, if  not maintain, levels of productivity and quality.

Here are a few techniques on how to build a candidate pool that can foresee and respond to your assignee recruitment needs for the foreseeable future:

First, create a database of talent culled from your arsenal, past and present. advocates pulling in and filing every resume that has gone through your desk, even those whom you have rejected.

Your present list of assignees is stored in your database (or at least your computer) and filing them in a central platform would not be difficult. It is the other resumes that you do have to consider and store. Be open-minded about this, as the candidate you rejected today might be the rock star of tomorrow. In today’s highly competitive market, it is not uncommon for the most resilient jobseekers to learn a lesson from a rejection — and then develop the necessary skills and credentials for them to make a comeback.

Second, in creating a list of these candidates, you might want to list down particular details about them that you might find useful later on. Existing skills are one obvious category. Character traits like self-confidence and resilience shown during an interview are another. Don’t also neglect preferences like the kind of quality living that your assignee might prioritize; some would go for tech hubs like Northern California where they can advance their skills; while others might opt for quieter neighborhoods where their kids’ schools are just a few minutes walk away. While a younger workforce might jump at travel perks, the more seasoned ones might prefer furnished accommodations like the ones that California Corporate Housing  provides.

Finally, maximize technology to optimize your emerging candidate pool. There is no need to invest in an expensive HR technology system but simply utilize the resources that you have (This approach might even win you brownie points from your boss).  According to Bullhorn, ask your IT personnel to help you create a tracking system that will help you monitor each candidate’s progress, mobility, and status. Some of the marketing gurus in your company might show you how to use social media and other communication tools to keep your pipeline moving and interested in your job offers.

Creating a candidate pool will take time and effort on your part, but the returns can bring in the quality talent that you need–who in turn will assist your company in earning the revenues they are aiming for.