When you have invested the time and effort in creating an internal talent sourcing team it is important that you apply appropriate processes and methodologies and move the skills of the team forward. Too often the processes can vary with the individuals, so by establishing a talent sourcing methodology you can ensure that the overall skills of the department will transcend those of the individual consultant or manager.

It is important to define a standardised process with all the forms and all the steps to ensure consistency and quality in your approach. In this case standardised does not mean mundane or dumbed down.

These processes should grow and adapt over time but under a controlled method of change and not subject to the whim of individuals. This investment in time gives a thoroughly professional and resilient approach to the entire process.

The most effective companies value the concept of employee development and progression. So, when they are looking for talent to fill a particular position their initial reaction is not to look to the market to see what they can find. On the contrary, they look inside their business to see if they have skills which they can bring on.

The difficulty is that interviewing internal talent is different to interviewing someone who is external to the company and so the internal recruiters will require different skills and knowledge.

Interviewing someone who is internal means that there are elements of the normal interview process which can be truncated: such as spending time explaining the company structure and internal processes.

On the other hand there are aspects of working with the internal candidate which require some sophisticated skills to bring out the best from them at the interview.

You have to be able to get them to identify their worth to the business, to be confident about their achievements and not be concerned that they are in jeopardy of risking their current position by looking at a new role.

Making the internal development process work successfully requires the buy in, commitment and support of the business. However if it can be made part of the culture then it will deliver tremendous rewards in terms of employee satisfaction and retention. Some companies have excellent internal referral schemes and some don’t. Developing internal referral schemes can be very effective. It’s along the lines of “it’s who you know” because your top talent will tend to gravitate towards their equivalent peers in other organisations … top talent knows top talent!

So creating a scheme that rewards your existing staff for opening up their network to you and getting qualified referrals can save many man hours of searching and can effectively expedite the recruitment process.

There are methods for gaining referrals in an acceptable and ethical way but so many companies are very bad at doing it. Tony teaches the techniques for achieving this both through reward based schemes, but also through the use of a strong networks who can deliver names and summaries of potential candidates.