Article

Two businessmen interviewing a consultant for a project.

Category: Expertise strategy

From onboarding to retention: The importance of building strong relationships to your external consultants

The IT industry has long been one of the most dynamically developing sectors of the market, regardless of geographical location. Attracting the right candidate to carry out IT projects who meets all the requirements in terms of technical knowledge, as well as soft skills, can be a challenging task.

Paweł Białkowski, Warsaw, 6. june 2023

Successfully supporting consultants during the onboarding phase and fostering lasting relationships with technology experts requires a forward-thinking mindset. Rapid advancements of AI technologies and other trends in the industry are changing the landscape, but the demand for IT experts remains high.

With decades of experience at emagine, we have consistently excelled in partnering up with the best IT consultants and maintaining strong relationships with them.

What lies at the core of our success? In this article, we present some key tips for onboarding specialists and a four-step strategy to building lasting relationships with external consultants.

 

Changes in the IT labour market

In Poland, as well as in many other countries around the world, we have witnessed high inflation, stagnation, or economic slowdown. Additionally, there have been changes in labor laws in the domestic market, such as the introduction of remote work in certain companies.

Some of the new regulations impose additional financial obligations on employers, which has an impact on company budgets. Even large organizations are forced to limit the number of IT projects and, in extreme cases, the size and organizational scale of teams.

Does this mean the end of the 'candidate-driven' IT job market? Probably not, as companies continue to seek highly qualified specialists and are able to offer them truly attractive employment conditions.

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Poland - IT hub of Europe

Two businesspeople interviewing a consultant for a project in their company.

These days, consultants are more concerned than ever about maintaining financial liquidity and a sense of security and stability, rather than just focusing on competitive compensation or rapid advancement. It is no longer enough to entice a candidate to work in IT with a high salary and the promise of an interesting and development-oriented project.

The consultant's timeframe, company stability, and the opportunity to establish a long-term relationship with the company have also become important factors. However, the length and quality of these relationships depend on the onboarding specialist and their skills. Every stage of the relationship is important, not just the process of actively attracting a new hire to the company.

 

These days, consultants are more concerned than ever about maintaining financial liquidity and a sense of security and stability, rather than just focusing on competitive compensation or rapid advancement.

 

Establishing a good connection with consultants: the strategy

Here are four reliable steps that will help IT companies establish and maintain good relationships with candidates, thereby increasing their chances of attracting the best talents to their teams: 

1. Clear and transparent communication:  

Providing consultants with timely and accurate information about the position, company, and onboarding process.

2. Personalized approach:  

Tailoring the onboarding process to each consultant's needs and preferences, and showing genuine interest in their professional development.

3. Candidate experience focus:  

Ensuring a positive and smooth experience for consultants throughout the entire onboarding process, from initial contact to hiring.

4. Building a strong employer brand:  

Highlighting the company's values, culture, and opportunities for growth to attract and retain top talent.

By implementing these strategies, IT companies can establish strong connections with consultants and increase their chances of attracting the best talent to their teams. Let's dive into more detail.

A businessman interviewing a consultant for a project.

Personalized contact

This is arguably the most important principle. Because of the prevalent presence of AI in the IT industry, interpersonal relations leave a greater impact. Artificial intelligence has also entered the recruitment sphere and is developing rapidly, so it is important for a human to make the initial impression.

At the early stage of the onboarding process, it would be worthwhile to set up a highly personalized contact with the new hire. Individualized messages can go a long way! Such practices show that the recruiter is genuinely interested in the specific consultant and wants to have a more meaningful conversation with them.

Customizing the message to the person's profile, for instance by referring to their experience from previous jobs, demonstrates that their individual skills are appreciated and proves that the sourcer has thoroughly reviewed their professional profile before sending the message.

 

  Customizing the message to the person's profile demonstrates that their individual skills are appreciated and proves that the recruiter has thoroughly reviewed their professional profile before sending the message.

 

Another way to reach out in a more personal, authentic manner is by using a relatively new tool available on the market, such as the Loom platform. This tool allows for recording short video content that can be sent to consultants with introductions and information about the project.

This approach certainly stands out among hundreds of text messages candidates receive, especially on platforms like LinkedIn. 

A businessman interviewing a consultant for a project.

Transparency and quality of information

Let's revisit LinkedIn. As I mentioned, IT experts are bombarded with a high volume of messages there. So how can we capture a consultant's attention through our message? It is important to keep the message brief and include only the information that is most relevant to the consultant from their perspective: 

  • The position for which we are conducting the recruitment. 
  • The work model and contract type. 
  • Hourly rate for B2B contracts or gross/net salary for employment contracts. 
  • The required tech stack, i.e., the necessary technology skills. 
  • A request for contact if interested in the offer (including the preferred method of contact and contact details), or a request for feedback if the consultant is currently not interested in a job change.

Receiving feedback (why the consultant is not interested in changing jobs) is significant.

This is because onboarding specialists can keep the consultant's contact information and reach out to them again a few months - to ask about their project status or if there is anything they feel is missing in their new role. This shows openness to new career opportunities. 

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Set your consultants up for success

 

Responding to the consultant's inquiries or calls in the quickest possible time helps build greater trust and demonstrates the company's reliability.

 

Effective communication and quick responses

Responding to the consultant's inquiries or calls in the quickest possible time helps build greater trust and demonstrates the company's reliability. 

You might argue that decision-making processes are not always easy and delays can occur. However, the main focus is not just on making quick decisions (although consultants appreciate expedited recruitment processes), but on ensuring that all parties are informed of the progress. Providing reassuring feedback such as "The process is delayed because..." is always well received. 

A consultant being interviewed for a project at an IT company.

However, it is important to provide feedback at every stage of the onboarding process, not just in the beginning. Be clear about how long it usually takes to receive feedback during the process. Assure the consultants that if, for any reason (not always within our control), the feedback is not provided within the previously specified timeframe, they will be informed about it.

The same applies to responding to consultants when a decision is made not to hire them for a position. If a consultant does not meet the requirements for a particular position, providing constructive feedback about their candidacy can help them understand which skills they need to improve and what they can do to secure a job they are applying for in the future. This contributes to building long-term relationships between the parties. 

 

In such a competitive world, building and maintaining good relationships is a key element in achieving success for both sides of the table.

 

At every stage of the onboarding process, the goal is to achieve a win-win situation. Even if the candidate ultimately does not find employment in the position we offer, they should gain more from the process than just our email address or business card. In such a competitive world, building and maintaining good relationships is a key element in achieving success for both sides of the table. 

 

Four main objectives of implementing this strategy

 

  1. Being able to quickly hire the most talented and experienced IT specialists. 
  2. Making sure that already employed individuals want to extend their contract with the company after its completion and feel that they can rely on our support - not only during the recruitment process, but also throughout the entire duration of the contract.
  3. Building a network based on referrals - a consultant who is satisfied with the recruitment process and their subsequent work, and who excels in their role, will recommend more experts to me, ultimately shortening my search process.

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Some simple reminders for companies

  • Listen, rather than just trying to make a good offer. Consider the consultant's needs as important as the project's or the client's needs for whom you are recruiting the specialist. 
  • Treat the consultant the way you would like to be treated. Make sure to ask, for example, about their preferred method of contact, such as preferred hours or form of communication.
  • Build a network of contacts and regularly maintain communication with consultants, even if you currently cannot offer them a project. Congratulate them on their new jobs or positive life updates you notice on social media. eRecruiter or Talentrecruit systems can assist you in creating and managing your contact database.
  • Don't forget to build your own online presence. Consultants will certainly research not just the company, but also the onboarding specialist they are in touch with. Make yourself discoverable and regulate what can be found out about you online.

And most importantly - yes, utilize the latest technological advancements in recruitment, but prioritize personal approaches. In building long-term relationships, no machine or automation can replace a simple handshake. 

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