Sourcing is being more and more often proclaimed as the solution to all recruitment challenges. Yet while I listen to the concerns of sourcers throughout the industry I keep hearing some common themes, some of those I mentioned in the last few posts as they relate to the relationships between sourcers and recruiters. These concerns have driven me to believe that most sourcing initiatives will not succeed in providing their anticipated results. Why the gloomy view of sourcing? Don’t misunderstand, sourcing is my passion and I believe that it can take our industry to the next level. It isn’t that I’m trying to say that sourcing doesn’t work.

The industry is changing and we need to accept the change and grow with it. What I am saying is this; we are trying to mold sourcing into previously successful models of recruitment.  As we implement a new sourcing team, we build the new sourcing functions around the recruiting platforms that are failing to meet the demand, and what results is a dysfunctional operating model that traps in any inefficiency present without addressing the root causes of the current poor performance or the future needs of the institution.

We are drawn to sourcing by its appeal, but we don’t recognize that it is not a one size fits all solution, nor is it a separate role or task to be added to the existing processes.  Sourcers are seen as a new service provider rather that a business partner and as such there is a lot of rapport building and marketing that needs to occur to achieve a level of acceptance before productivity can increase. Sourcers are typically viewed as a unit or function or process that is isolated from the company’s underlying business strategy, and because of it companies struggle to understand the breadth and scope to which sourcing can extend and fail to apply proper direction and metrics. All this limits the sourcing team’s ability to create any long term value. 

I compare it to having a car that is doing an adequate job but is showing signs of wear, and to improve its performance we decide to add a new fuel injection system. We go buy the latest system and as we try to implemented we find out that it is not that simple, we need to consider the compatability of the new system to the existing motor system. In the process we may need to make some system modifications to make it work, but unless we undertand the entire old system, we will not be very successful at translating the new technology into a good performing vehicle.

So what am I suggesting? I am saying that to correctly implement a sourcing team/function there needs to be a strategic approach that takes into account the recruiting infrastructure and culture as a whole, not to incorporate a “missing piece” into the current system but to develop the best possible model that extends over multiple functions and that involves a number of sourcing solutions. Taking such an approach can lead to more significant and sustainable benefits than rather than engaging in a series of isolated, tactical decisions.