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Brenan German

Brenan German is founder and president at Bright Talent Resources, Inc., a boutique human resources advisory, project management, and recruiting services firm. As lead consultant, he acts as an advisor to organizations wanting to re-engineer or develop a high performing, measureable, technology-enabled, human resources function. He has over 20 years of hands-on human resources leadership experience developing intelligent and successful talent management functions within some of the country’s most respected and well-known companies such as The Gallup Organization, Edwards Lifesciences, and Black & Decker. His particular expertise involves the alignment of talent management strategies to business goals, and the implementation of systems and processes to reach measureable objectives, demonstrating clearly the bottom line impact expected of strategic human resources programs. A graduate of the University of California, Irvine, he is an active participant in a number of organizations: Chair of the Orange County Employment Managers Association (OCEMA), Founding Board Member of the Talent Acquisition Group of San Diego (TAGSD), Member of the Society of Human Resources Management (SHRM), and Advisor to Sigma Pi International Educational Foundation.

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How to Be Agile to Solve the Talent Acquisition Supply-and-demand Dance

by Mar 3, 2015, 9:03 am ET

erewebinars-event-erc15[1]When you think of the word agility, you might conjure images of an elite athlete sprinting to the finish line, or a Cheetah pursuing prey on the African plains, or a lawyer in cross examination in a court room. But have you considered what agility looks like in talent acquisition?

The foundation of talent acquisition is to align resources to business needs to fill positions. Sounds simple enough, right? Most talent acquisition leaders would agree that on paper this statement does appear simple, but many variables come into play that can complicate even the simplest of tasks. keep reading…

RPO Wars: Episode II – A New Decision

by Jun 20, 2012, 5:22 am ET

A time right about now,

In a galaxy not far, far away …

The war looms among recruiting service providers and the definition of RPO,

Some staffing agencies masquerade as RPOs while other suppliers

Offer promises of full cycle outsourcing yet cannot retain recruiting staff to deliver.

An expanse has been created between marketing realism and actual delivery,

The lines have been blurred between true RPO suppliers and imposters;

Which leaves clients to sift through the jargon to find the right solution…

As I adjust my storm trooper helmet to return to the frame of mind of Star Wars as a metaphor for RPO selection and implementation, I delve ever deeper into the RFP process. We last left our story and main characters, C3RPO & RFP2D2, heading for the planet of “Demo-gobah” as we developed the business case for selecting an RPO supplier.

Outlined in the first article of this series, RPO Wars: Episode I – C3RPO & RFP2D2, you need to develop a business case to understand “why” an organization should consider partnering with an RPO supplier and “what” services will help you solve your business needs.

Like the Alliance Starfighter squadron preparing to destroy the death star, I emphasized the importance of following a project plan and working through the four phases of project management: Discovery, Development, Implementation, and Ongoing Improvements. We are focused on the steps of the Discovery phase: Requirements, Evaluation, Selection, and Negotiation. We traveled through the Requirements stage and now enter the Evaluation stage beginning with the development of the RFP.

Creating the RFP keep reading…

RPO Wars: Episode I — C3RPO & RFP2D2

by Mar 21, 2012, 5:05 am ET

A time right about now,

In a galaxy not far, far away,

A world exists where recruiting labor swirls

Within corporate hiring needs,

Melding with sourcing and branding,

Colliding with hiring process and adoption,

A war has erupted in the expanse of options in how to best recruit to fill corporate talent voids: Outsource vs. In Source; RPO vs. RPWhat; RPWho vs. RPHuh?

I am not a Star Wars geek but a fan of the movie series (as a child of the 1980s). When I sat down to write about recruitment process outsourcing services and the necessity of developing a comprehensive Request for Proposal process when selecting a supplier, I realized the story was much bigger. The title popped in my head as I looked at the evolution of RPO. But as I continued to write, I realized that RPO is a world into itself fighting for relevance as it continues to be defined.

I opted to tell the story from a corporate staffing leader’s perspective, taking it from the initial decision point of whether or not to outsource recruiting labor. keep reading…

Going Hybrid: The Emergence of Micro-recruiting

by Apr 23, 2010, 5:13 am ET

Spring has arrived, and much like our economic recovery, it is working to get a foothold on the slippery chill of winter. Like the seasons, business cycles are perpetual and growth and employment will return. Like the affects of a harsh winter, the landscape can forever be changed and it can be argued that the economic downturn has forever changed corporate recruiting. In many corporations, recruiting is seen as a cost center and many functions were downsized in cost-cutting measures. As economists analyze signs of economic recovery, hiring activity has picked up in comparison to a year ago. And many of these recruiting functions that were impacted by layoffs are now being challenged to keep up with hiring demand with fewer resources.

To augment the labor load balance of supply and demand, talent acquisition leaders restricted by headcount and budget limitations are partnering with external suppliers. Recruitment process outsourcing or RPO service providers are seen as a logical choice to partner for recruiting labor support. However, RPO service standards do not exist, and vary between organizations. Talent acquisition leaders are left to decipher between service offerings to identify the right partners to align with. With the term RPO being uses loosely by many suppliers, the marketplace can be confusing.

To contribute to the confusion, many of the true RPO providers have evolved from pure outsourced providers to offering specific task-oriented services to support the individual steps of the recruiting process. I describe the move from broad scope to narrow scope as the emergence of micro-recruiting services. In an attempt to understand the change, I will explore the relationship between RPO providers and their customers and the catalyst for transformation. keep reading…

Req Creep: The Phenomenon

by May 25, 2009, 5:47 am ET

Creep is defined in the dictionary as “to move stealthily and cautiously.” This description accurately portrays that of a hiring manager’s movements when gaining approval to open a job requisition during a hiring freeze. I am not sure if camouflage and face paint are required to slip their job requisition through the process, but the image suffices to illustrate the cunning necessary to get it done.

Hiring freeze is a subjective phrase which does not hold the same definition as the game “freeze tag” played on most playgrounds. Managers are not good at holding still for very long, and often work in slow, deliberate movements emblematic of practicing Tai Chi on the front lawn in the morning. It is easy to see them standing there, but unless you stick around and watch their collective movements you’ll miss the outcome of their efforts.

As HR professionals managing in a very challenging economic environment, it would seem that the definition of “freeze” would have stronger interpretation now than in cycles of the recent past. But similar to patterns of behavior in prior hiring freezes, we see the inevitable Requisition Creep. I have uncovered three theories (no research conducted) to help describe this phenomenon and lay out some ideas on how HR can best respond to this event as well as prepare for the eventual economic recovery. keep reading…