I've just 'done' two of the biggest trade shows the horticultural calendar has to offer. That's five days of networking and client meetings.
At one show we were exhibiting, at the other just visiting. Over the years I've done dozens and it's always intrigued me just exactly how people measure value at these events. In the past it would be all about orders, but today the internet takes care of all that stuff.
Now it's more about the chance to see new products or more often than not just a convenient place to meet existing contacts. All good stuff but I wonder how many people see events like this as a good place to spot new talent?
Of course I do it's what I do for a living but it's always surprised me how many companies are solely reactive when it comes to their recruitment practices. They simply don't have what I'd describe as a recruitment culture. Do they consider recruitment as a part of their strategic approach to the business and the environment they operate in? Is it an integral part of their marketing plan, are people within the business encouraged to look out for and identify new talent? And it's not just the people at the top responsible for the 'hiring and firing' we're talking about, but anyone that meets or comes into contact with someone that impresses them. The best businesses see the business of sourcing new talent as a continuous process not a stop/start one.
Of course it's been a difficult economic environment over the past couple of years and many businesses in our sectors have been rightly focused on the day-to-day stuff, but there's always a need to make sure you've got one eye on the future. Over the years we've developed some excellent relationships with businesses that have briefed us that they want to be kept aware of 'good people', and it's no surprise to us these are some of the companies that are now at the forefront of their sectors. Even if they don't have or can't create an opening, these businesses always want to know who's out there. It's a good way of checking out the market and can also be an excellent method of promoting the company's image, as it's positive to be seen to be on the lookout for good people.
You can use the jargon and call it talent mapping or building a talent bank if you like, but at the end of the day it's fundamentally good old-fashioned contact management, keeping in touch with your marketplace and being aware, commercially, of what's going on albeit this time concentrating on the people rather than the products.
It's something that should come naturally to your sales and commercial teams but it is a skill that can be learnt and those businesses that learn it first are the ones that develop a real 'recruitment culture'.
At one show we were exhibiting, at the other just visiting. Over the years I've done dozens and it's always intrigued me just exactly how people measure value at these events. In the past it would be all about orders, but today the internet takes care of all that stuff.
Now it's more about the chance to see new products or more often than not just a convenient place to meet existing contacts. All good stuff but I wonder how many people see events like this as a good place to spot new talent?
Of course I do it's what I do for a living but it's always surprised me how many companies are solely reactive when it comes to their recruitment practices. They simply don't have what I'd describe as a recruitment culture. Do they consider recruitment as a part of their strategic approach to the business and the environment they operate in? Is it an integral part of their marketing plan, are people within the business encouraged to look out for and identify new talent? And it's not just the people at the top responsible for the 'hiring and firing' we're talking about, but anyone that meets or comes into contact with someone that impresses them. The best businesses see the business of sourcing new talent as a continuous process not a stop/start one.
Of course it's been a difficult economic environment over the past couple of years and many businesses in our sectors have been rightly focused on the day-to-day stuff, but there's always a need to make sure you've got one eye on the future. Over the years we've developed some excellent relationships with businesses that have briefed us that they want to be kept aware of 'good people', and it's no surprise to us these are some of the companies that are now at the forefront of their sectors. Even if they don't have or can't create an opening, these businesses always want to know who's out there. It's a good way of checking out the market and can also be an excellent method of promoting the company's image, as it's positive to be seen to be on the lookout for good people.
You can use the jargon and call it talent mapping or building a talent bank if you like, but at the end of the day it's fundamentally good old-fashioned contact management, keeping in touch with your marketplace and being aware, commercially, of what's going on albeit this time concentrating on the people rather than the products.
It's something that should come naturally to your sales and commercial teams but it is a skill that can be learnt and those businesses that learn it first are the ones that develop a real 'recruitment culture'.
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