Sourcing vs. recruiting

- Do you understand the difference between sourcing and recruiting? Should recruiters be expected to source as well as recruit, or do these areas of responsibility require different skillsets? Technology has changed the landscape of recruiting forever and the challenge is to surface the best talent faster than your competition. As a result, many of the functions of recruiters have changed and require the expertise of a sourcer. Job boards, social media, and website postings have significantly increased the volume of resumes and CVs submitted. The task of reviewing thousands of resumes has led to the use of automated systems which are used to initially screen resumes for keywords. The recruiting model has also shifted due to the following. Number one, technology-driven job application processes. Number two, a fluctuating global economy. Number three, increased percentage of employees working remote. Number four, most job seekers apply using their mobile device. The primary functions of a recruiter include networking, candidate screening, interviewing, presenting opportunities, scheduling interviews with hiring managers, checking references, and many other related tasks. This can only be started after the candidate pool is filled with qualified, interested, and available candidates. Sourcing is often delegated to individuals who proactively identify passive candidates driven by increased data-driven complexities of digital job applications, screening tools, big data analysis, and AI, artificial intelligence, often utilized to identify highly qualified candidates. Sourcing has become an important part of the overall recruiting process by filling pipelines of passive candidates which takes a tremendous amount of time and effort. An effective sourcer also learns which resources are most effective and continues to identify new resources for top talent throughout their career. Other functions include, number one, creating a sourcing strategy. Number two, direct calls to prospective candidates. Number three, searches using Boolean logic. Number four, understanding and utilizing sourcing tools. Number five, pipelining candidates in advance of needs. The personalities of sourcers and recruiters are often very different. Sourcers enjoy research. They are detail oriented and meticulous. Most recruiters have a sales personality. They enjoy the interviewing and closing process and are driven by results. With that in mind, to strategically maximize your company's ability to attract and hire top talent requires two types of professionals: sourcers and recruiters. There are three key differentials between sourcers and recruiters, which include number one, primary goals. The primary goal of a sourcer is to identify talent by analyzing data and conducting research to identify the best resources for top talent. They then conduct the initial reach out to passive candidates. Recruiters build rapport and trust with candidates. They uncover what is most important to them and handle all stages of the hiring process from initial screening to hiring and extending offers. Number two are interactions with candidates. Sourcers proactively identify candidates, may contact candidates directly and provide them with information about the company and open opportunities to encourage them to apply. Recruiters develop a working relationship with candidates, uncover their priorities through initial screening, progress them through the interview process, prepping and debriefing them after each interview, and work as a liaison between the candidate and hiring manager, extend offers and schedule start dates and onboarding. They also follow up after the hire. The third area is how they facilitate the recruitment process. Sourcers perform targeted research to surface candidates who meet the criteria shared by the company. They identify experience, skill level, and other talents that are deal breakers. Recruiters work between the candidate and hiring manager to help evaluate and share information to assist both the candidate and hiring manager's ultimate hiring decision. They must also stay on top of changes in timing or priorities. When you consider the cost or loss of revenue caused by open jobs, investing in someone to handle sourcing for your company is often a very wise investment.