Conference Room or Cubicle: What Type of Recruiter do You Want to Be?

6th Annual SMA Staffing SymposiumSeptember 23, 2010

Presented by:Stephen Lowisz, Author & Educator

1.Understand how Talent Acquisition is often viewed today

and why.

2.Learn how to begin earning credibility with hiring managers.

3.Learn how to align your talent acquisition strategy with your

organization’s business strategy.

4.Understanding what key recruitment metrics create real

business impact.

In this presentation, you will:

“The Expert”?Who is

• How many candidates does my hiring manager INTERVIEW per year?

• How many candidates do I INTERVIEW per year?

• How many HIRES does my hiring manager make in a year?

• How many HIRES do I make in a year?

• What is the hiring manager’s CORE EXPERTISE or competency?

• What is my CORE EXPERTISE or competency?

AskYourself Some Questions:

A View From a Different Lens

• Expense Center vs. Profit Center

• Administrative/Transactional

• Generalists

• “A Necessary Evil”

• Lack of business understanding

• 36% of CEO’s do not have confidence in

their own recruiting department

(Management Action Program CEO

Survey)

Typical

View

The Question:Why do Talent Acquisition professionals often lack credibility from the Hiring Manager?

Common Characteristics:

• Lack of internal brand

• Perceived lack of industry/position knowledge - Not asking questions!

• Lack of consistent communication

• Not a problem solver

• Allow the manager to lead

• Setting unrealistic expectations

• Setting no expectations

• Most recruiting processed are designed to generate quantity, not quality!

Credibility?

Why do we lack

The Answer:How do Talent Acquisition professionals build credibility with the Hiring Manager?

Credibility? Remember: you are the professional now act like it!

• Become Subject Matter Savvy

• ABC – Always Be Communicating (Good or Bad)

• Develop the Reputation as a Problem-Solver

• Teach and Promote Objective Candidate Assessments

• Focus on setting realistic expectations

• Not necessary to make guarantees

• Communication, roles, etc

Focus on Building Your Internal Brand

Step 1:

How do we build

• Develop ‘required’ and ‘desired’ skills list from manager

• Years of experience is not a skill

• Rank skills in order

• Gain agreement/Follow up in writing

• Explain sourcing options

• Timetables/Expectations

Credibility?How do we build

Lead your Manager: Taking the Job Order

Lead your Manager: Develop Search Strategy

Remember: you are the professional now act like it!

Step 2:

Step 3:

Functional Competencies (Example)

Behavioral Competencies (Example)

The 5 Steps of the Sales Process

• Develop a relationship

• Identify/Qualify

• Overcome Objectives

• Fill the need

• Advance the sale

Credibility?How do we

build

Step 4:

Lead your Manager: Candidate Recruitment/Selection

Remember: you are the professional now act like it!

• Restate agreed upon skills

• Present candidate’s required skills

• Present candidate’s desired skills

• Gain agreement

Credibility?How do we build

Step 5:

Lead your Manager: Present the Candidate

Step 6:

Talk in Terms ImportantTo the Manager

Remember: you are the professional now act like it!

How to Align Talent Acquisition Strategies with overall Business Strategies

Strategies

Aligning

Typical Business Drivers

• Increased Revenues

• Increased Profitability

• Cost of Open Position

• Selling into New Markets

• Bringing Better

Products/Services to Market

Faster and at a Lower Cost

Strategies

Aligning

Key Steps• Understand the strategic business objectives. (Review needs and

locality of skills)

•What are the key skills needed?

•When will these skills be needed?

•Where are these skills needed to be deployed?

• Understand workforce make-up in skills and competencies. (Create Talent Profile Document)

•Are certain workforces more core to the success of the organization than others?

•Where are these workforces currently?

Key Steps• Assess main talent sourcing channels.

(Review for effectiveness and efficiencies)

•Where have the skills come from in the past?

•Can these sources be tapped more effectively or efficiently?

•Can improvements be made by applying technology to support a channel?

•Analyze compensation data of key workforces. (Better decision making of the economics associated with workforces)

•How does the compensation of your key workforces and key skills stack up relative to current and near future labor markets?

Strategies

Aligning

Strategies

Aligning

Key Steps•Analyze compensation data of key workforces.

(Cont.)

•Does this align to your compensation strategy?

•Does it make economic sense to maintain these level of compensation?

•Does the compensation support the productivity and output?

•Does the compensation support the strategic business objectives, and the area of growth indicated?

Strategies

AligningKey Steps

•Analyze HR metrics.

•What are the key metrics being tracked on talent recruitment and talent tenure?

•Are these metrics relevant to the business strategy and key talent issues being experienced?

•What actions are being taken from these metrics and how effective are these actions?

Which Recruiting Metrics drive “Real” business results?

Why are recruiting metrics important?

•Drive consistency in delivery of recruitment services to the hiring manager.

• Identify process steps that need improvement.

•Support business cases for programs and expenditures in recruiting.

•Report the right recruiting results to senior management.

•Define to leadership what is important.

Metrics

Effective recruiting metrics must:

• Be able to drive a recruitment behavior focused on quality of hire and quality of client experience (Business Objectives – Real and Perceived!).

• Be actionable and predictive.

• Be consistent on what they measure.

• Be tracked over time in order to generate internal benchmarks and analyze internal performance.

• Be open to peer comparisons.

The Bottom Line:

• What Gets Measured IS what Gets Done!

Metrics

Typical Metrics:• Time To Fill

• Cost Per Hire

• Job Vacancies Outstanding

•Only looking at initial cost and not the long-term cost of hiring the wrong candidate.

•Does not account for “quality of hire” – will the candidate deliver? (Business focus).

•Recruiter focuses on the lowest hanging fruit - drives recruiters to “sell” candidates internally.

•Recruiter focuses on “filling the seat” faster and cheaper, not better.

Metrics

What matters most? (Aberdeen Group Study)

Metrics

What to Measure:

• Sourcing Channels

• Recruiter Efficiency

• Candidate Satisfaction/Experience

• Hiring Manager Satisfaction/Experience

• Quality of Hire/Productivity

• Efficiency Ratio

Metrics

What to Measure:

• Sourcing Channels (Int.)

• Recruiter Efficiency (Int.)

• Candidate Satisfaction/Experience

(Ext.)

• Hiring Manager Sat/Experience

(Ext.)

• Quality of Hire/Productivity (Ext.)

• Efficiency Ratio (Ext.)

Conference Room or Cubicle: What Type of Recruiter do You Want to Be?

Stevelowisz

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