Challenges of Internal Active Sourcing
In medium-sized and large companies in the DACH region, two different approaches dominate: Either the task of active sourcing is just one part of a broad range of responsibilities for HR managers or recruiters, to be done on the side as needed. In most cases, this leads to active sourcing being done hardly at all, if ever. On average, recruiters manage up to 26 positions at the same time—leaving no time for labor-intensive sourcing. The second approach is to build a dedicated active sourcing team. While this often delivers very good results in terms of content, there are key management challenges:Scalability
In very few companies is the recruiting demand spread evenly throughout the year. On top of that, planning is limited, meaning that short-term additional needs arise or planned hires, for example for cost reduction, are postponed. This normal dynamic is met by an inhouse team that can offer little flexibility and scalability.Team Management
A functioning sourcing team needs—like any team—resources for team management and development. In addition, there is the specific risk that pure sourcing activities lead to dissatisfaction for many employees over time, resulting in above-average turnover in sourcing teams.Access & Costs
Without access to sourcing channels, you lack access to suitable candidates. The necessary licenses can cause significant ongoing costs and, due to one- or two-year terms, offer no flexibility. At the same time, know-how is needed to use the platforms correctly. Without these investments, success fails to materialize—or becomes disproportionately expensive. That’s why at skillconomy we cover all license costs for you.Inhouse vs. skillconomy
| Feature | Inhouse | skillconomy |
|---|---|---|
| Flexibility | low | high |
| Scalability | delayed via staff expansion | immediate |
| License costs | high | included |
| Sourcing channels | limited | multi-channel |
| Candidate Experience | via messages | with interactive job sites |