Comments on: Don’t Show Me The Money! (At Least Not in Large Companies) http://www.ere.net/2005/06/14/dont-show-me-the-money-at-least-not-in-large-companies/ 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: Reginald Barefield http://www.ere.net/2005/06/14/dont-show-me-the-money-at-least-not-in-large-companies/comment-page-1/#comment-882 Reginald Barefield Wed, 15 Jun 2005 03:40:00 +0000 http://www.ere.net/2005/06/14/dont-show-me-the-money-at-least-not-in-large-companies/#comment-882 Jeremy, Great article! I would like to share with you and your readers that I am living proof that your suggestions do work. As the Executive Director of Talent Resources for a Fortune 100 Health Care Company my team and I back in 1999 utilized one of the same processes that you mentioned in your article and streamlined recruitment costs by $12 million annually, In addition, we improved productivity by 125%. After this assignment which got me promoted to Vice President of Strategic Staffing for a Fortune 100 'Employer of Choice' Financial Services organization, my team achieved similar results by streamlining recruitment costs by $3 million annually, while improving productivity by 75%. This was accomplished without sacrificing quality of higher. My first assignment helped my team receive the Workforce Management Magazine's HR Optimas Award for Financial Impact. This was performed when unemployment was 3.9% and 4.5%. (1999 and 2001) We easily transitioned from an administrative overhead function to being viewed as value added strategic recruitment business partners. The Bottom Line: In order to accomplish similar results, a strategic HR executive and their strategic recruitment team and individual recruiters must master their effective business communication competency and skills. Their ability to develop a business case and sell their vision to senior and line management is a critical requirement for success. They must have a good understanding of the financial side of business and a solid relationship with the CFO. Meaning they have to manage their internal precision staffing organization like a business and not an overhead function. The key to success is to become a Master Strategic HR Business Communicator who can handle any objections that senior and line management (CEO and CFO) may have about your strategic recruitment vision. They must be passionate about their vision. In fact, a master strategic recruitment HR communicator can easily influence senior and line management to feel like they came up with the idea and in return will reap rich rewards for sharing their knowledge. Think about it! It works. Reginald Barefield The Barefield Group 713-459-8583 Jeremy,

Great article!

I would like to share with you and your readers that I am living proof that your suggestions do work.

As the Executive Director of Talent Resources for a Fortune 100 Health Care Company my team and I back in 1999 utilized one of the same processes that you mentioned in your article and streamlined recruitment costs by $12 million annually, In addition, we improved productivity by 125%.

After this assignment which got me promoted to Vice President of Strategic Staffing for a Fortune 100 ‘Employer of Choice’ Financial Services organization, my team achieved similar results by streamlining recruitment costs by $3 million annually, while improving productivity by 75%.

This was accomplished without sacrificing quality of higher. My first assignment helped my team receive the Workforce Management Magazine’s HR Optimas Award for Financial Impact. This was performed when unemployment was 3.9% and 4.5%. (1999 and 2001)

We easily transitioned from an administrative overhead function to being viewed as value added strategic recruitment business partners.

The Bottom Line:

In order to accomplish similar results, a strategic HR executive and their strategic recruitment team and individual recruiters must master their effective business communication competency and skills.

Their ability to develop a business case and sell their vision to senior and line management is a critical requirement for success. They must have a good understanding of the financial side of business and a solid relationship with the CFO. Meaning they have to manage their internal precision staffing organization like a business and not an overhead function.

The key to success is to become a Master Strategic HR Business Communicator who can handle any objections that senior and line management (CEO and CFO) may have about your strategic recruitment vision. They must be passionate about their vision. In fact, a master strategic recruitment HR communicator can easily influence senior and line management to feel like they came up with the idea and in return will reap rich rewards for sharing their knowledge.

Think about it! It works.

Reginald Barefield
The Barefield Group
713-459-8583

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