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ERE webinar from 2/25/2009 presented by David Szary.
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”The Changing Role of the Recruiter”
David Szary – The Recruiter Academy
[email protected]/734-414-9816 Link in with me: http://www.linkedin.com/in/davidszary
R E C R U I T E R A C A D E M YR E C R U I T E R A C A D E M Y
Material Copyright © 2009 -Recruiter Academy, LLC
MY AWESOME ADVENTURE . . .MY AWESOME ADVENTURE . . .
“Fell” into recruiting in 1989! First half of career, recruited (and managed teams) in “high
tech” industry for small, publicly-held “high-growth” staffing/outsourced service provider.
In 1997, founded The Recruiter Academy (www.recruiteracademy.com).
Since then, we have worked with over 1500 companies
spanning 8 countries, 40 states and 110 different labor markets throughout the US.
Unique opportunity to work with recruiters/recruitment organizations performing in all types of market conditions (don’t forget the last down turn and the .com bust) within all major industries. Material Copyright © 2009 -Recruiter Academy, LLC
Presentation – “Research” Presentation – “Research”
Interviewed industry leaders from a variety of industries (healthcare, life science, professional services, retail, financial services, technology, manufacturing, staffing/agency, industry thought leaders, etc.)
Reflected on past 20 years working with thousands of recruiters at respected organizations throughout the world (corporate, staffing, agency/TPR)
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Key Components of a “World-Class” Staffing Operation – 20,000 foot view
Technology
Skilled Recruiters
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Scalable Process(s)
Attributes of ‘Skilled’ Recruiters
Have a “seat” at the table with line-of-business executives/hiring managers/clients
Are a ‘consultative’ business partner Develop workforce plans and define hiring priorities, perform succession
planning, set service level agreements, and quantify the tools/resources required to meet hiring objectives
Able to quantify ROI to key stakeholders
Manage the recruiting/hiring process. Aren’t a “paper” pusher
‘Sales’ oriented. Recruiting = Sales
Ability to identify and recruit quality, “passively-looking” talent
Proactive. Create talent pipelines for “just-in-time” hiring
Candidates and Hiring Managers respect them as experts in recruitment/ selection/staffing
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Fast Forward to 2009
What hasn’t changed? - Recruitment leaders are still looking for their recruiters to possess these attributes!
Why hasn’t this occurred? (or has it?)
What has changed?
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Evolution of HR/Rec ProfessionalsTrend towards specialization
Personnel
HR Generalist
Recruiting Generalist
HR Biz Partner
Recruiting Consultant
- Intake Session to Hire
- Payroll - Benefits - Comp
- OD - ER - Legal
- Sourcing- PM /Coordinator
History of Sourcing Tools
- Want Ads
- Cold Calling
- Resume on File
- Want Ads
- Cold Calling
- Resume on File
- Internet Job Boards
- Resume Databases
- Chat Rooms
- ATS
- Want Ads
- Cold Calling
- Resume on File
- Want Ads
- Cold Calling
- Resume on File
- Advanced Internet Search Tactics
- Proliferation of Niche Job Boards
- Web 2.0 Tools
- Social Networks
- Micro sites
- Texting, Twitter, etc.
- Internet Job Boards
- Resume Databases
- Chat Rooms
- ATS
- Internet Job Boards
- Resume Databases
- Chat Rooms
- ATS
- Advanced Internet Search Tactics
- Proliferation of Niche Job Boards
Three Distinct Generations within the Workforce
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Baby Boomers – 1946 to 1964
Gen X - 1965 to 1980
Gen Y (The Net Generation, Millennials, Echo Boomers) - 1980 to 2000
Since our last economic downturn
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Unemployment worst since September – 1992 (January – 2009: 7.6%)
Time of “Abundance” Abundance of job openings Abundance of candidates Recruitment/sourcing tools, job boards,
etc. Information
Growth, Growth, Growth (at any cost?)!
Resulted in . . .
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Many corporate recruiters were ‘drinking from a fire hose’ (20, 30, 100 req’s on their ‘plate’)
Staffing/TPR’s – abundance of opportunities to work on – need to flush out quality versus quantity
Recruiters were measured on ‘filling req’s’. Less emphasis on putting “the right person in the right chair”
Tendency to operate in ‘reactive, transactional’ mode
Becoming Overwhelmed! Be consultative, metrics, workforce planning, pipelining, blogging,
twitting, Web 2.0, social networking, passive candidate recruiting, Boolean searches, etc.
””Changing Role of the Recruiter Changing Role of the Recruiter moving forward given the fact that moving forward given the fact that
. . . “. . . “
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Attributes of ‘skilled recruiters’ are still in vogue
Evolution of “personnel” into specialized occupations
Proliferation of sourcing tools
Multiple generations to recruit from
Moved into the era of “abundance”
““Era of the Recruiting Era of the Recruiting Generalist is is fading . . .” Generalist is is fading . . .”
Why?Why?
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Changing Role The Recruiter – We need to be ’experts’ in!
Talent Management/Succession Planning Workforce Planning/Materials Release Planning Consulting/Setting Service Levels/Defining Priorities Defining skills sets/competencies of top performers Candidate Assessment Employer Branding SEO Master Negotiator Sourcing
Web. 2.0 tools Social Networking CRM/pipelining
“A Generalist is becoming jack of all trades, master of none!”
Changing Role The Recruiter – Definitive Trends!
Technology will continue to decrease “time” associated with the hiring process New hire paperwork via self-serve online kiosk’s CRM activities from ATS/TAS/CRM tools Finding candidates (not recruiting them) Streamline process with online scheduling tools. Set up views right from
phone screen
In down economy, recruitment team can offer more/different ‘services’ “Recruiters” become outplacement experts/career counselors Turn database into a revenue generator? – Sell “inventory” of candidates?
Further specialization among recruiters. Shift from a recruiting generalist to a centralized/specialized model including: Business Partners/Talent Managers Talent Specialist Sourcing Coordinators/project managers
Will this specialization finally allow us to become “skilled” recruiting specialists?
Centralized/Specialized Model
Hiring Managers
Hiring ManagersHiring Managers
Hiring Managers
Sourcing Specialist
Recruitment Biz Partner
Talent Specialist- Assessment - Candidate Relationship- Close- Referral Network
Sourcing- CRM
- Client Relationship- Workforce Planning- Process Optimization- Defining Service Levels- Talent Management/Dev.
- Name Generation- Candidate Development- Pipeline Creation and Development- SEO - Social Networking
C O O R D I N A T O R S
Who will thrive & survive in these Who will thrive & survive in these changing times?changing times?
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Those that can quantify the resources they need
to meet hiring production schedules!
““What is an acceptable What is an acceptable requisition load for an requisition load for an average recruiter to average recruiter to
handle?”handle?”
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It Depends!It Depends!
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Efficiency of
Process Recruiting / Hiring Process
Resources Required
Baby Boomers
Baby Boomers
GEN XGEN X GEN Y GEN Y
Sourcing Strategy/Tools
Time/FTE Req to Source21,164
How to get funding required to be ‘resourced’ properly? Materials Release Planning (MRP)
Sourcing/FTE
60%
50%
35%
90%
Sourcing time to identify a candidate to pre-screen 4 hours
Recruiter Pre-Screens 5291
Candidate submitted for consideration
3174
Hiring Manager Views1587
Offers555
Hires500
-Background Checks
-Rec/Hiring Mrg Time
-Corporate HR Time
-Hiring Manager Time
-Recruiter/Coordinator Time
-Assessment Testing
-Recruiter’s Time
Sourcing Time
Developing Workforce Plans It Depends on . . .
Number of hires?
When do you need them by?
How efficient are you?
How quickly can you find them?Material Copyright © 2008 -Recruiter Academy, LLC
Developing MRP/Workforce Plan It Depends on - CASE STUDY
Number of hires: 250
When do you need them by: All start by Dec.
How efficient are you: Submittal to Hiring Manager view: 50%
Hiring Manager View to Offer: 50%
Offer to Hire: 90%
How quickly can you find them: 4 hours?
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Resource Planning – Case StudySourcing Time required to fill multiple positions
Efficiency metrics 50/50/90 Total sourcing hours required/hiring project
4444 hours
Hours to find 1 “submitted” candidate**
4.00
Submittals 1111 Interviews 556 Offers 278 Starts** 250
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Resource Planning – Case Study Why “efficiency” is so important!
Efficiency metrics 50/50/90 75/50/80 90/50/90 ** Total sourcing hours required/hiring project
4444 hours 3,333 hours 2469 hours
Hours to find 1 “submitted” candidate**
4.00 4.00 4.00
Submittals 1111 833 617 Interviews 556 625 556 Offers 278 313 278 Starts** 250 250 250
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March April May June July Aug. Sept. Oct. Nov. Dec.
Number of Recruiters/FTE:
5.6 5.6 5.6 5.6 5.6 5.6 5.6 5.6 5.6 5.6
Sourcing hours/ Per day:
17 17 17 17 17 17 17 17 17
Sourcing hours/ Month:
370 370 370 370 370 370 370 370 370
Hires/Month: 27 27 28 28 27 28 28 28 28
Assumptions:
We have 9 months (March-November) to source candidates to achieve our hiring goals.
Sourcing Hours/Month = Total Sourcing hours/ 9 months. Sourcing Hours/Day = Total Sourcing hours – month / 22 working
days/month. Number of Recruiters/FTE: Assuming a typical recruiter can source 3 hours a
day/maximum.
Resource Planning – Case StudyResources necessary to achieve Hiring Goal of 250 people
(Based on 75/50/80 Process Efficiency Level)
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Evolution of HR/Rec Professionals?
Personnel
HR Generalist
Recruiting Generalist
HR Biz Partner
Recruiting Consultant
- Intake Session to Hire
- Payroll - Benefits - Comp
- Hire - OD - ER - Legal
- Sourcing- PM /Coordinator
Talent Manager
- Payroll - Benefits - Comp- Hire - OD - ER - Sourcing- PM/Coord.
In times of change – become “invaluable”?
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Possess attributes of ‘skilled’ attributes! – STILL IN VOGUE! Have a “seat” at the table with line of business executives/hiring
managers/clients Be a “true” consultative business partner
Develop workforce plans, perform succession planning, set service level agreements, define hiring priorities and quantify the tools/resources required to meet hiring objectives
Be able to quantify ROI to key stakeholders Manage the recruiting/hiring process. Don’t be a “paper” pusher Be more “sales” oriented Ability to identify and recruit quality, “passively-looking” talent Create talent pipelines for “just-in-time” hiring Candidates and Hiring Managers respect them as experts in staffing
Become a “specialist” (Client consulting, assessment/candidate care, sourcing - name generation and/or candidate development)
Become an expert using web 2.0 tools (including social networking sites, SEO) to develop talent pipelines for key – critical/difficult to fill positions within your organization/industry
””Definition of Insanity?”Definition of Insanity?”
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“Doing the same things over and over again and expecting
your results to change!”
Changing your “Actions” from this session?
Do a self-analysis – Are you a ‘skilled recruiter’?
Develop a strategy too:Make yourself ‘invaluable’Put yourself in the ‘right chair’
Play critical role in evolving your organization from “Req’s per recruiter” to more accurate MRP planning model
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RA – “Take-Aways”
Resource Planning Tool
More information on MRP workforce planning model
Comments/Thoughts/Perspectives gathered from discussions on “Changing Role of the Recruiter . . .”
Email: [email protected] Material Copyright © 2008 -Recruiter Academy, LLC
Questions? Questions?
Material Copyright © 2008 -Recruiter Academy, LLC