The more smoothly and fully your direct sourcing program is embedded in the daily workflow, the more beneficial it will be. Such an outcome requires achieving buy-in and participation from key stakeholders, especially the hiring managers who are the “customers” of the program.
Education through communication is an essential part of gaining support for the program. Incorporate these four tips into designing and planning efforts to ensure that you are communicating the right thing at the right time.
Share the Strategy
Any organizational process change happens more smoothly when the stakeholders understand the point of the change and are motivated to do what’s needed to implement it. Offering strategic context can spur motivation and make stakeholders more receptive to learning how to use and incorporate the program into workflows. Hiring managers, the primary beneficiaries of the direct sourcing program, are likely to have questions. Generally, their concerns will focus on how the program can fill skill gaps on their teams and help achieve business goals.
Your executive sponsor can be a valuable partner in addressing such concerns. This is especially important during the program’s beginning stages. Regular communication directly from the top conveys how important a successful program is to the organization. Your executive sponsor can also point to the benefits to the managers who will be hiring independent talent.
Your company’s communications team can be a valuable partner in creating the cadence and content of the strategic messaging you want to impart.
Train the Tactical
Tactical aspects of education and communication about the direct sourcing program are centered on training. Anticipate and address the actions that must be taken and what will change from how things are done now. Partner with the company’s training function to create sessions that cover all the processes involved. Include other functions like procurement and legal if needed, both to contribute content and to lead portions of the training sessions.
Leverage the experience of hiring managers who have already participated in the program, for example during pilot initiatives. Include them in training sessions, make them available to other managers for support, and solicit their feedback for the messaging you create.
Communicate Both Ways
As different people process new information differently, offer multiple information sources to stakeholders. For example, set up a website that offers the material that was part of the training sessions, and videos of sessions if feasible. Include frequently asked questions and a way for people to submit questions (be sure to respond to these in a timely manner). Continue to include the executive sponsor through periodic communications—an email or video, for example.
Stay Up to Date
As the program evolves, keep stakeholders informed as adjustments are made. Consider including stakeholder surveys periodically to receive feedback and actionable suggestions. Continue to offer training sessions on a regular basis to teach new managers about the program.
Be intentional in your communication with hiring managers. Focus on providing whatever support they need to make the most of direct sourcing. Provide excellent customer service as they learn about and incorporate the program into their workdays.