How to Recruit Candidates and Fill Jobs during a Merger/Acquisition

Recently recruiting for a client that is about to undergo an acquisition has brought up a lot of questions and concerns in my daily recruiting efforts. Generally, I’m assisting with tough-to-fill requisitions based on job description, location, etc. but add a pending buyout on top of that and things become even more complicated. More candidates are hesitant to apply; more offers are turned down, and more hiring managers delay the decision making process. So, what can we do as recruiters to help ease this process?

The Truth
It’s always been a priority to drive and build relationships, to understand the requirements of the job and the client, the needs of the hiring managers, and the connection with the candidate. I’ve learned to ask more questions and demand more answers from my account team. Why is this position open? How will the acquisition affect our client? How has this hiring manager dealt with the other openings in the region? There must be a future for the open position for sourcing to be worthwhile. As a first step, ensure that the need is valid, otherwise move on to a job that would be more efficient to spend time on. We’re going for the gold, to get a hire, to make all parties happy. And candidates appreciate honesty, so give them what you can.

The Sell
It’s all in the details. Most candidates want to know about the pay, benefits, working hours, bonus, commission, growth opportunities etc. Know these answers; be proactive and prepared with this information to communicate by phone and email. Multiple forms of contact help to personalize and assure these incentives for the job seeker. Keep the focus on the candidate, the job-fit for their background, and what your client can do for the future of their career. Confidence is contagious.

The Culture
It may be hard to get a grasp on how the culture may change when another company begins to put their practices in place. However, culture is a personal thing. Stay close to the employee structure and management styles for the position in which you are sourcing. Ask questions about any anticipated changes for the work environment. When screening the candidate, determine the cultures of their previous employers and why they did or did not succeed in them. In turn, sell those successes back to the hiring manager.

As a recruiter, we are the driving force to help determine the best way to make an impact for the client and to be the liaison for the candidate and the company. Essentially, a sourcing strategy for recruiting during an acquisition or merger should just be an amped-up original plan. Be ready to increase skills in customer service, relationship management, and communication. A merger is not only expansion for a business; it is a growth opportunity in talent acquisition.

Employees, job seekers, and fellow recruiters – what have been your experiences, challenges, and successes with mergers and acquisitions?
Please share comments below or emails to kimberly.hughes@rightthinginc.com