Comments on: The Future Of Recruiting, Part 2: Internal Departmental Changes http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Tue, 14 Feb 2012 01:03:49 +0000 hourly 1 http://wordpress.org/?v=3.2.1 By: Stefan Schneider http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/comment-page-1/#comment-468 Stefan Schneider Thu, 10 Jun 2004 04:04:00 +0000 http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/#comment-468 My opinion is that the staffing industry will continue to exist and thrive, despite the fluctuations in the market. As can be expected, there will be periods of shrink and growth and, as with anything in the business world, the model for business will continue to change and staffing firms will need to continue to adapt to that. I feel that as we look ahead, staffing firms need to be recognized as centers of excellence by our clients in order to thrive. We need to become not only a source of great and appropriate candidates, but also experts on the market who can serve as valuable consultative resources to clients. If nothing else, staffing firms are an excellent training grounds for recruiting talent. When corporations want to create a great internal recruiting department, they often look to search firms to staff their newly formed departments. <BR><BR>You can read the original article at: <BR>http://www.erexchange.com/a/d.asp?cid=97695697700B463AB59B7ED9539B8A18 <BR><BR>Post your own Article Review<BR>http://www.erexchange.com/p/g.asp?d=M&cid=97695697700B463AB59B7ED9539B8A18 <BR> My opinion is that the staffing industry will continue to exist and thrive, despite the fluctuations in the market. As can be expected, there will be periods of shrink and growth and, as with anything in the business world, the model for business will continue to change and staffing firms will need to continue to adapt to that.

I feel that as we look ahead, staffing firms need to be recognized as centers of excellence by our clients in order to thrive. We need to become not only a source of great and appropriate candidates, but also experts on the market who can serve as valuable consultative resources to clients.

If nothing else, staffing firms are an excellent training grounds for recruiting talent. When corporations want to create a great internal recruiting department, they often look to search firms to staff their newly formed departments.

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]]> By: Jeff Sudati http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/comment-page-1/#comment-467 Jeff Sudati Tue, 08 Jun 2004 02:06:00 +0000 http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/#comment-467 Hi Steve; I think there is going to be a happy medium. Having been on both sides of the coin (headhunter/corporate recruiting) I can see where the lower level exempt headhunters may be phased out. What will remain in tact is Executive Search. I say this b/c many of these searches are confidential and many times the emplyee is still in the role. I agree with you that managers want an expert, but I have been in a position where one second they are requesting a head-hunter and the next second they are commending me for a job well done. Corporate Recruiters have to earn respect and accept the challenge their managers throw out to them. Still, for most of the corporate recruiting world there are few expert sourcers and staffers and until HR Executives come up with a better compensation structure to compensate the best Recruiters in the industry then you head-hunters will continue to do well. Regards, Jeff<BR><BR>You can read the original article at: <BR>http://www.erexchange.com/a/d.asp?cid=97695697700B463AB59B7ED9539B8A18 <BR><BR>Post your own Article Review<BR>http://www.erexchange.com/p/g.asp?d=M&cid=97695697700B463AB59B7ED9539B8A18 <BR> Hi Steve;

I think there is going to be a happy medium. Having been on both sides of the coin (headhunter/corporate recruiting) I can see where the lower level exempt headhunters may be phased out. What will remain in tact is Executive Search. I say this b/c many of these searches are confidential and many times the emplyee is still in the role.

I agree with you that managers want an expert, but I have been in a position where one second they are requesting a head-hunter and the next second they are commending me for a job well done.
Corporate Recruiters have to earn respect and accept the challenge their managers throw out to them.

Still, for most of the corporate recruiting world there are few expert sourcers and staffers and until HR Executives come up with a better compensation structure to compensate the best Recruiters in the industry then you head-hunters will continue to do well.

Regards,
Jeff

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]]> By: Keith Dennis http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/comment-page-1/#comment-411 Keith Dennis Wed, 05 May 2004 08:16:00 +0000 http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/#comment-411 I share David LaMachia?s view that Dr. Sullivan?s thoughts on the future of recruiting are both thoughtful and insightful. I am not as convinced as David however, that these changes will take quite so long to find there way into the industry. Yes, the tools and software technology required to implement these changes require a significant investment to develop but I believe this investment has, and will continue to be made by the third-party vendors supporting the corporate recruiting function; not the end-user corporations themselves. The challenge these third-party vendors face are 1) to ensure that these tools achieve the objectives as aptly summarized by Dr. Sullivan, 2) to package and price this technology in such a way that the ROI is compelling and undeniable, and 3) to effectively communicate this technology and the resulting ROI it represents to the market. As for how long this will take ? I believe much of the necessary technology is either currently available or will be very soon. What will likely be more challenging will be packaging and pricing this technology to provide a compelling ROI and communicating this ROI convincingly to the corporate CFOs. Once this is accomplished and provided the implementation costs and effort for the customer are minimal, the financial imperatives will drive adoption. Once a critical mass of companies are on-board and reaping the significant benefits and reduced costs of this technology, those who are not on-board will be so disadvantaged that participation will become a competitive necessity. Unlike virtually all other corporate functions, HR generally has not yet benefited from the improved efficiencies that technology enables. I believe the pressures to do so are building rapidly and that the critical-mass required to force this change will be reached in the not to distant future. <BR><BR>You can read the original article at: <BR>http://www.erexchange.com/a/d.asp?cid=97695697700B463AB59B7ED9539B8A18 <BR><BR>Post your own Article Review<BR>http://www.erexchange.com/p/g.asp?d=M&cid=97695697700B463AB59B7ED9539B8A18 <BR> I share David LaMachia?s view that Dr. Sullivan?s thoughts on the future of recruiting are both thoughtful and insightful. I am not as convinced as David however, that these changes will take quite so long to find there way into the industry.

Yes, the tools and software technology required to implement these changes require a significant investment to develop but I believe this investment has, and will continue to be made by the third-party vendors supporting the corporate recruiting function; not the end-user corporations themselves. The challenge these third-party vendors face are 1) to ensure that these tools achieve the objectives as aptly summarized by Dr. Sullivan, 2) to package and price this technology in such a way that the ROI is compelling and undeniable, and 3) to effectively communicate this technology and the resulting ROI it represents to the market.

As for how long this will take ? I believe much of the necessary technology is either currently available or will be very soon. What will likely be more challenging will be packaging and pricing this technology to provide a compelling ROI and communicating this ROI convincingly to the corporate CFOs. Once this is accomplished and provided the implementation costs and effort for the customer are minimal, the financial imperatives will drive adoption. Once a critical mass of companies are on-board and reaping the significant benefits and reduced costs of this technology, those who are not on-board will be so disadvantaged that participation will become a competitive necessity.

Unlike virtually all other corporate functions, HR generally has not yet benefited from the improved efficiencies that technology enables. I believe the pressures to do so are building rapidly and that the critical-mass required to force this change will be reached in the not to distant future.

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]]> By: Been There http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/comment-page-1/#comment-409 Been There Mon, 03 May 2004 08:52:00 +0000 http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/#comment-409 I enjoy these articles, although I tend to disagree somewhat with a futiristic manager centric recruiting method. I am currently running my own contingency based firm and came from a corporation that tried to implement a more manager-centric recruiting method that was a disaster. My managers then (and now) want a prfofessional to Source, Identify, market and manage talent, they look to me as the expert and that is why I have been succesful. It seems there is a 'doomsday' scenario for recruting that futurists and corporate recruting organizations have been theorizing about for a while, but frankly I see the model that I and many others use as pretty durable and tested. (just lookd at the want ads for agency recruiters- the business is out there). The problem I see with corporate manager-centric recruiting is that most of it is rolled out by analytically detached process experts with input from HR generalists as opposed to recruiters well versed in marketing and sales. You are left with entry level recruiters in an administrator role thus diminishing the role and perception of recruiting throughtout the organization. Making Hiring managers look to outside search agencies who will give them the time and respect accorded their open position.<BR><BR>You can read the original article at: <BR>http://www.erexchange.com/a/d.asp?cid=97695697700B463AB59B7ED9539B8A18 <BR><BR>Post your own Article Review<BR>http://www.erexchange.com/p/g.asp?d=M&cid=97695697700B463AB59B7ED9539B8A18 <BR> I enjoy these articles, although I tend to disagree somewhat with a futiristic manager centric recruiting method. I am currently running my own contingency based firm and came from a corporation that tried to implement a more manager-centric recruiting method that was a disaster. My managers then (and now) want a prfofessional to Source, Identify, market and manage talent, they look to me as the expert and that is why I have been succesful. It seems there is a ‘doomsday’ scenario for recruting that futurists and corporate recruting organizations have been theorizing about for a while, but frankly I see the model that I and many others use as pretty durable and tested. (just lookd at the want ads for agency recruiters- the business is out there).
The problem I see with corporate manager-centric recruiting is that most of it is rolled out by analytically detached process experts with input from HR generalists as opposed to recruiters well versed in marketing and sales. You are left with entry level recruiters in an administrator role thus diminishing the role and perception of recruiting throughtout the organization. Making Hiring managers look to outside search agencies who will give them the time and respect accorded their open position.

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]]> By: Barry Geiman http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/comment-page-1/#comment-408 Barry Geiman Mon, 03 May 2004 05:29:00 +0000 http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/#comment-408 Very interesting and informative article.<BR><BR>You can read the original article at: <BR>http://www.erexchange.com/a/d.asp?cid=97695697700B463AB59B7ED9539B8A18 <BR><BR>Post your own Article Review<BR>http://www.erexchange.com/p/g.asp?d=M&cid=97695697700B463AB59B7ED9539B8A18 <BR> Very interesting and informative article.

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]]> By: Dave LaMachia http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/comment-page-1/#comment-410 Dave LaMachia Mon, 03 May 2004 05:23:00 +0000 http://www.ere.net/2004/05/03/the-future-of-recruiting-part-2-internal-departmental-changes/#comment-410 Dr. Sullivan's predictions regarding the future of recruiting and the major changes that will occur in the profession are well thought out and at face value appear to make a great deal of sense from a global efficiency perspective. The biggest single factor that will dictate the speed and timing of these changes is clearly money and investment in technology. More specifically, the state-of-the-art software to implement these changes within Corporate recruiting. In my view, these changes will take an extraordinarily long time to take shape and come to fruition with the recruiting field. This principally due to the reluctance of Senior management in companies to make the capital investment in Human Resources technology required to see these changes effected. The ROI and value add for recruiting/HR in most organizations is at the very bottom of the investment or budgeting priorities. ~David LaMachia<BR><BR>You can read the original article at: <BR>http://www.erexchange.com/a/d.asp?cid=97695697700B463AB59B7ED9539B8A18 <BR><BR>Post your own Article Review<BR>http://www.erexchange.com/p/g.asp?d=M&cid=97695697700B463AB59B7ED9539B8A18 <BR> Dr. Sullivan’s predictions regarding the future of recruiting and the major changes that will occur in the profession are well thought out and at face value appear to make a great deal of sense from a global efficiency perspective. The biggest single factor that will dictate the speed and timing of these changes is clearly money and investment in technology. More specifically, the state-of-the-art software to implement these changes within Corporate recruiting. In my view, these changes will take an extraordinarily long time to take shape and come to fruition with the recruiting field. This principally due to the reluctance of Senior management in companies to make the capital investment in Human Resources technology required to see these changes effected. The ROI and value add for recruiting/HR in most organizations is at the very bottom of the investment or budgeting priorities.

~David LaMachia

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