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Strategic Recruiting: What it is, Why it’s important and Where it belongs Jacque Vilet Vilet International April 3, 2014 ERE.net

A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

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A recent survey reveals that 78% of 1,200 CEO’s from 60 various countries are listing strategic recruiting as one of their top three current concerns. Stating strategic talent shortages as the reason for being unable to pursue new business objectives, or have had to delay and/or cancel business initiatives due to strategic talent challenges. In this one-hour webinar, hosted by Jacque Vilet, you will walk away with an understanding of what strategic recruiting is, the importance to CEO’s, whether strategic recruiting is a good fit for your company and how to gauge that requirement, and much more. If you’re a recruiter looking to take it to the next level, then this one-hour webinar, sponsored by Zalp, will be one you can’t afford and won’t want to miss.

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Page 1: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Strategic Recruiting: What it is, Why

it’s important and Where it belongs

Jacque ViletVilet International

April 3, 2014

ERE.net

Page 2: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What strategic recruiting is . . .

Alignment of talent placement with company business strategy

Laser focus on:

Revenue-producing and revenue-impact jobs, as well as

Jobs in high margin and

Rapid growth business units

Page 3: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What strategic recruiting is not . . .

“Employment” or just plain “recruiting”:

Filling requisitions “thrown over the wall”

Filling easy to find positions that are surplus in the market

Non-critical positions

Screening, testing, scheduling interviews

Page 4: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Strategic Recruiting

Focus here is loud and clear!

Strategic recruiting

not

Employment!

Page 5: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why it’s important to CEO’s

78% of 1,200 CEOs from 60 countries list 7 top issues:

#1 Talent is their top priority

* PricewaterhouseCoopers survey

Page 6: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why it’s important to CEO’s

The other 6 priorities:

2) Organizational structure (including M&A)

3) Approach to managing risk

4) Capital investment decisions

5) Focus on corporate reputation and building trust

6) Capital structure

7) Engagement/relationship with Board of Directors

Page 7: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Strategic recruiting

Impact of globalization

It’s a multi-speed world today!

Page 8: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why it’s important to CEO’s

Because of talent shortages:

25% of CEOs said they’ve been unable to pursue a global market opportunity

25+% have had to cancel or delay a strategic initiative

33% are concerned that skills shortages will impact their ability to compete effectively

50+% of CEOs say they’ve been hit by one or more of these three issues

Page 9: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why it’s important to CEO’s

Only 30% of CEOs are ‘very confident’ they will have the global talent they need over the next three years.

Need for strategic workforce planning to insure having the right skills, right knowledge and right experience in the right places – now and in the next 3 to 5 years

Page 10: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why it’s important to CEO’s

“We’ve definitely grown less fast than we would have liked to in some places –--- because we haven’t been able to recruit and attract and train enough people fast enough.”

---- Andy Green, CEO, Logica Plc

Page 11: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why it’s important to CEO’s

“The current business environment has exposed weakness in our workforce strategy and limitations in our ability to compete on an international scale.

Building an experienced and knowledgeable workforce is the most critical challenge we now face.”

--- Dr. Zhang Xiaogang, President, Anshan Iron and Steel Group Corporation, China

Page 12: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Growing responsibilities

Develop a long-term workforce plan aligned to company strategy --- global and U.S.

Know which roles drive the most value based on company strategy

Example 1: New market entry in Thailand calls for sales/marketing people

Example 2: New product development calls for design engineers

Page 13: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Growing responsibilities

Global strategy and focus not just U.S. Oversight necessary to avoid hiring in “siloes”

Staffing for mergers and acquisitions

Creation company image through branding

Expert at sourcing and networking

Relationship builder and salesperson

Development talent pipelines

Page 14: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What synergies exist with other functions?

Marketing:

Market intelligence --- What’s happening in the marketplace Researching supply and demand in all company locations Identifying competitors for critical positions

Branding --- Image of the company’s products/services that is essential for successStrong employment brand enables company to

attract potential employeesGetting people to view company as great place to

work

Page 15: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What synergies exist with other functions?

Marketing:

Communications – Tailoring messages to different types of customer groups and using different communication channelsAttract different groups of candidates by creating different

communications materialCompany website, job sites, social media — any place

recruiting communication is used

Segmentation --- Looking for individual markets whose wants or needs bring the most revenue to companyConcentrating on key/critical positions that add the most

value to the company

Page 16: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What synergies exist with other functions?

Marketing:

Differentiation --- Way to make company’s products/services more desirable than those of its’ competitors. Create ways to differentiate — “stand out” and be noticed.

Making the company “stand out” to candidates and looking like a more desirable place to work than its’ competitors

“Standing out”

It’s the very heart of competition

Page 17: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What synergies exist with other functions?

Sales:

Prospecting/cold calling --- sourcing of candidates

Networking ---- using network to hunt candidates

Discovery phase --- interviews

Demo/pitching --- selling candidates on company

Negotiating and closing --- creating “win/win” for everyone

Page 18: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why reporting relationship is important

Reporting relationship doesn’t matter:

“Changing bosses doesn’t make you strategic overnight.”

“ANY function within a company worth its salt does not need to report into a vertical to harness its power.”

“Does it matter what box it sits in on the organization chart?”

“It shouldn’t matter where it reports — just do a good job, etc. and ignore the rest.”

Page 19: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why reporting relationship is important

Reporting relationship does matter:

It’s not about org charts

and boxes!

Page 20: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why reporting relationship is important

Reporting relationship does matter:

Globalization has forced companies to:

Rethink their strategies

Change they way they operate

When strategy changes . . . structures must be re-aligned

Page 21: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why reporting relationship is important

Reporting relationship does matter:

Structure and strategy are “joined at the hip.”

Strategy must change with changing external environment --- and

Structure must change for proper strategy implementation

Structure supports strategy

Page 22: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why reporting relationship is important

Reporting relationship does matter:

Cannot afford a mismatch!

Result would be:

Responsibilities can be overlooked

Staffing can be inappropriate

People — and even functions — can work against each other

Page 23: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Why reporting relationship is important

Reporting relationship does matter:

Shows who has the final responsibility

Sends strong message to all employees

Creates new information flows --- who needs to know what and when

Faster and direct access to decision-makers ----- no intermediaries

Page 24: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Traditional reporting relationship

Strategic recruiting either:

Reports to Human Resources --- if in-house

Typically reports directly to line management --- if done by external third-party

History of tension. . .

Page 25: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Traditional reporting relationship

Mindsets

Human Resources

Risk averse – legal

Traditional thinking

Employee oriented

Follow “best practices”

On the defensive

Looking “inward”

No differentiation among employee groups

Strategic Recruiting

Risk-taking

“Out of the box” thinking

Business oriented

Market differentiators

On the offense

Looking “outward”

Differentiation a “must”

Page 26: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Traditional reporting relationship

Mindsets

Human Resources

Keeper of policy -- no exceptions

Viewed as “gate-keeper”

Slow decision-making

Consistency

Asks for “permission”

Strategic Recruiting

Make exceptions to reflect harsh reality

Viewed as “gate-crasher”

Needs fast decisions

Innovation

Asks for “forgiveness”

Page 27: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Traditional reporting relationship

Comment from HR blog:

“One thing is for sure; the HR mindset and the Recruiting mindset are always going to be in tension….”

Page 28: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Where’s the “best fit”?

Comments from HR blog:

“I interviewed multitudes of people and specifically addressed this issue. Without exception I had total agreement that recruiting needs to report to almost anyone other than HR. “

“It certainly DOESN’T belong in Human Resources. Needs a strategic recruiting function in conjunction with CEO/COO to execute their strategy. In my dream world, the VP Recruiting reports to the CEO/COO directly, and we execute on the vision of that company.”

Page 29: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Where’s the “best fit”?

Comments from HR blog:

“Recruiting is autonomous and reports directly to our VP, Marketing. It’s fantastic. It allows recruiting to truly be part of the heart of the company.”

“I agree that alignment under HR is not a good fit. By reporting to HR recruiting becomes a second rate department that is normally held to guidelines (very conservative) drafted by HR leaders. Recruiting needs to be forward leaning, creative and collaborate with marketing to brand the company.”

Page 30: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Where’s the “best fit”?

Comments from HR blog:

“I completely agree with the sentiment that recruiting needs to be separated from HR. I have been saying this for years. Every company out there today is missing out on opportunities by not leveraging recruiting teams to their fullest potential.”

“I think it is time us recruiters stage the appropriate type of coup and extricate ourselves out, and make an active move to where we should be. It’s just time.”

Page 31: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Where’s the “best fit”?

Word about outsourcing/third parties/RPO’s:

Strategic responsibilities need to stay in-house

When you outsource you lose control

When you outsource you are not “in the loop” on strategic business strategy

When you outsource --- at best you are a “vendor manager”

When you outsource you “keep the house but give up the keys”

Page 32: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

What about your company?

Where does strategic recruiting belong?

Human Resources?---- Google’s HR is very strategic

CEO/COO?

Sales?

Marketing?

Business Development?

Other?

Page 33: A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

Questions?