Candidate Engagement with Internal Resourcing Teams

Speaking to senior candidates recently it became clear that people across every career level have struggled with internal resourcing teams and automatic screening; the same is true of recruitment agencies but this article focuses on individuals engaging directly with businesses.

What is the Problem?

Some businesses have resourcing functions to fill roles with no thought as to a wider strategy, talent pooling or candidate engagement. This means that when approaching internal resourcing teams credible candidates are knocked back because they don’t fit an immediate need; this is a short sited view and creates a negative image not to mention frustration.

This can be hampered by the fact that teams are created with little recruitment experience and an expectation they will save the business money by reducing agency spend.

As a candidate then what is the solution to this problem?

Determination and much like business development, an acceptance that not everyone will take your call now but further down the line they may find you themselves.

How to make an Approach

Whether using LinkedIn or email a short snappy introduction that concisely explains who you are and what you are looking for will convey your message. The prevalence of social media has made the direct approach more acceptable for both professionals job seeking and businesses talent sourcing; it is now commonplace for internal teams to directly approach competitor’s employees.

You want to draw attention to yourself and ‘register’ on the radar; if you are rebuffed or ignored follow up and ask whether they manage a talent pipeline or simply recruit in the moment. It may be that the company you are approaching does not have a system to manage external candidates and as such you will need to network within the business because they can’t hold your details.

Who to Approach

  • There is an element of common sense here, if you are an established Board Level Director then approach the People or Resourcing Director as a first point of call;
  • If you are at the earlier stages of your career then engage the resourcing manager or resourcer and specify why;
  • If you have a contact at the business then ask them to raise your profile with the team, there are reasons for having networks so use them.

You should make it clear why are approaching them and ask who the best point of contact is for you to engage with; “my CV for your consideration” is not going to get you very far.

There are multiple platforms with which to engage people, direct email can be a good start although is easily ignored or forgotten. Connecting on LinkedIn will ensure that you appear on any subsequent searches that the team may undertake; regardless of what anyone says LinkedIn is a very powerful go to tool for identifying talent.

Build your Own Brand

Not the crass Apprentice type approach but rather ensure you have a professional digital presence, this could be as simple as having a good LinkedIn profile or making the extra effort to blog or write occasional articles that generate engagement and raise your profile.

Creating a strong online presence will increase your chances of being found by the resourcing team when they are looking for a particular skillset. It is simply not possible to hold relationships with every potential employer and as such rather than waste your efforts approaching them all, make sure you standout.

A Final Word Around Internal Resourcing Teams

Internal teams should be built around a business strategy not as a recruitment short cut; it takes skill and expertise to build an effective team that manages a candidate pipeline to support growth. Much like a headhunter managing this relationship, potential candidates should make themselves known and approachable without being seen to bother.


Occasionally management teams want an expert, objective opinion.


Businesses require the best talent in the long run but often interim support is invaluable.


Active networking is a great opportunity to share ideas and best practice.

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