Recruitment, now widely referred to as talent acquisition, has and continues to evolve enough that we are really have become our own animal, not a cage in someone else’s zoo. keep reading…
Calling yourself a recruiter doesn’t do justice to what “recruiters” have to do. Here’s a quick overview of where the role was, where it is now, and where it’s heading. keep reading…
Recruiting is full of practices that seem to last forever. Unfortunately, many practices endure for years despite the fact that they add no value to the hiring process. I call these well-established practices “sacred cows” because many lon-gtime recruiters and hiring managers vigorously defend them even though both company and academic data shows that they should be discarded.
The need to identify and then kill these sacred cows was reinforced recently by some compelling research data revealed by Google’s head of HR, Laszlo Bock. For example, extensive data from Google demonstrated that five extremely common recruiting practices (brainteaser interview questions, unstructured interviews, student GPAs or test scores, and conducting more than four interviews) all had zero or minimal value for successfully predicting the on-the-job performance of candidates. But despite this hard data, practices like brainteaser interview questions will likely continue for years.
Recruiting Has a Long, Checkered History of Silliness keep reading…
If you’re going to measure and perhaps reward individual hiring managers for excellence, you will need to work with a sample of them to determine which output metrics are strategic, effective, and easy to measure.
Here are 23 possible scorecard measures as a starting point for that discussion. Note: the highest-impact factors are listed first in each of the four categories.
Category I — High business impact measures to consider keep reading…
Few in the corporate world would argue against the fact that the actions of hiring managers have a significant impact on hiring. In fact, I estimate their impact to be over 50 percent (with recruiters and the corporate employer brand covering the remaining impacts). But unfortunately, I estimate that less than 5 percent of corporate hiring managers are formally assessed or held accountable for their contribution to the hiring process. What is needed is a hiring manager scorecard.
The goal of this scorecard is obviously to identify “problem” hiring managers but it is also to learn and then share the best practices of top-performing hiring managers with all other managers in the corporation.
After setting your overall functional goals, recruiting leaders need to develop these four items.
- Develop hiring and overall recruiting process metrics
- Develop recruiter competencies
- Develop an individual recruiter scorecard
- Develop a scorecard covering individual hiring managers.
I have covered the first three items in recent ERE.net articles, so this one will focus on a hiring manager’s scorecard.
The Benefits of Assessing Hiring Managers keep reading…
Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score (Part 2 of a 2-part series)
How to develop a recruiter scorecard for assessing individual corporate recruiter performance
Champions insist that you keep score. If you understand that concept, you will ensure that in addition to function-wide metrics, you will supplement them with a scorecard for assessing the performance of each individual recruiter. Everyone knows that corporations are measurement crazy, so I have found that by not measuring something (in this case recruiters), you are inadvertently sending a message to executives and employees that whatever you are doing is not strategic or even important (because if it was, we would measure it).
So unless you want to purposely send a message that “having top performing recruiters doesn’t matter,” you have no choice but to develop an individual recruiter scorecard. In order to do that effectively, you first need to understand the foundation design principles for individual scorecards and then you must select the actual measures that you will use in your scorecard. In part one, I introduced the concept and provided three examples of what a scorecard might look like. In this part two, I will cover the design details and a list of the measure to consider for your scorecard. keep reading…
Develop a Recruiter Scorecard … Because Champions Demand That You Keep Score (Part 1 of a 2-part series)
Sample recruiter scorecards
Champions insist that you keep score. If you understand that concept, you shouldn’t be surprised that one of the best ways to separate champion recruiters from weak ones is to bring up the topic of assessing individual recruiter performance. The worst corporate recruiters and way too many third-party recruiters that I have come across almost instantly react negatively to the topic of individual accountability. Their protests usually include some variation of three different excuses which are, “professionals don’t need to be measured,” “recruiting is too subjective or soft to measure,” or “it’s not my fault, others are to blame.”
In direct contrast, the very best in sports, sales, academia, high tech, entertainment, and yes, corporate recruiting, not only love to have their performance measured but they also like it to be compared and ranked against their peers. If you are a corporate recruiting leader and you want to know which recruiters to reward or to keep (I recommend that you release those who complain the loudest about individual accountability), you need to move beyond broad recruiting department metrics and dashboards and to also develop a “recruiter scorecard” for assessing the performance of every individual recruiter. keep reading…
Recruiting is a unique field because it has no entry barriers. Unlike most professions, you can become a corporate recruiter without any formal certification, registration, recruiting experience, or even a college degree in the discipline. Because becoming a recruiter requires no formal qualifications, you probably won’t be surprised to find out that in practice, there is a wide variation in the capabilities of individuals who hold the corporate title of “recruiter.” Many corporate recruiters are truly outstanding, but unfortunately in some corporations, many other recruiters can only be classified as what I call a “Recruiter In Name Only” or a RINO (pronounced as rhino). keep reading…
What did your company spend on hiring last year? If you’re really not sure, you’ve got plenty of company. Given the decentralized talent acquisition model that many companies use, it’s nearly impossible to pinpoint the actual spending — and the true return on that investment. This is just one rather startling finding that we confirmed last year when we conducted our first annual Corporate Recruitment Benchmark Survey.
Survey participants included both executives and candidates, and they shared a number of eye-opening facts including:
- There are strong disconnects between hiring concerns and priorities
- Only 9 percent of the candidates were happy and not looking
- IT had an unemployment rate of 3.3 percent
- Most companies have fewer than two recruiters
- 36 percent of companies either do not know how they track hiring or do not track at all
To illustrate some of these key findings, and other common corporate talent acquisition challenges, we invite you to meet Eleanor. Her story is fictional, but the challenges she faces are anything but. keep reading…
Throughout our recruiting careers, we are always told to hire the “A players” or “the Fabulous 5%” or the “very best”; it’s to make our company stronger. While it would be a good idea to try and hire the very best, it isn’t always possible, and it may not even always be the best idea …
The False Premise: Hiring the Best is Always Best keep reading…
During the newly reinvigorated and exciting ERE conference, two attendees posed related but powerful questions to me. The first was “What advanced topics should be on the agenda of recruiting leaders at elite firms?” Or as another put it “What should Google be planning to do next in recruiting?”
At least to me, future agenda items are an important topic. Because after visiting well over 100 firms, I have found a dramatic difference between the agenda items that are found on 95% of the firms (cost per hire, ATS issues, req loads, etc.) and the truly advanced subjects that only elite recruiting firms like Google, DaVita, Sodexo, etc. would even attempt to tackle.
So if you have the responsibility for setting agendas or recruiting goals, here is my list of truly advanced recruiting topics that elite leaders would find compelling but that most others would simply find to be out of their reach. If you want to be among the elite, you should select a handful for implementation. However, even if you are currently overwhelmed by your current agenda, you might still find them to be interesting reading.
25 Advanced Recruiting Topics for Bold Corporate Recruiting Leaders keep reading…
No one ever said that recruiting was simple, or easy, and if you were listening Tuesday on Day 1 of the Spring 2013 ERE Recruiting Conference & Expo in San Diego, you know that there is an overwhelming desire for how to do it better in today’s rapidly changing, post-recession workplace.
Ron Mester, the president and CEO of ERE Media kicked off the two-day event by observing that recruiting seems to be at a precipice and is viewed by recruiters and other talent managers in one of two very different ways:
- The Golden Age of recruiting is over – We’re not at the strategy table and technology is taking over. Call this the “Wile E. Coyote Group,” or the people who are always worried that the anvil is about to fall on their head. Or,
- This is the time for recruiting to break out and soar — Executives finally seem to understand how important talent really is, and we are all about to become “Masters of the Universe.“
Challenges to Be Addressed keep reading…
It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change” — Charles Darwin
There is a great article by Adrian Kinnersley on Why Recruiters Will Be at the Heart of Our Corporate Future. I agree with some of the points. The rumors of our professional death have been always greatly exaggerated since our early ancestor recruiters found the first stone-age axe makers. Our profession, however, will change due to disruptive trends (Doesn’t it always?). These trends and their impact apply to in-house, outsourced (RPO), and third-party recruiters alike.
My focus here is on two specific disruptive trends and the strategies to adapt and re-invent if needed. This article is more than about skills development, though some suggestions will help you in your recruitment efforts. As a former AIRS trainer and talent acquisition leader having developed training programs for recruiters, I can say that constant learning is what keeps gives us the edge in changing times (it always will).
Trend #1 — Emerging Technology Will Continue to Disrupt Recruitment keep reading…
Building a house, a building, or a department all starts out with a plan. Many of us, however, don’t heed those textbook ideas of how we should start. Rather, we jump in and try to steer the ship while it is moving and frankly don’t know where it is going. As many have heard the adage, “If you don’t know where you are going, any road will get you there.”
A recruitment plan starts out with an agreed-upon strategic vision of what a corporate recruiting department is to accomplish. This must be a consensus of the immediate management chain as well as the people on the top floor. It has to start out with both a forecast of intended hires in a given time frame (a people budget) as well as an overall concept of operations … also known as just how are we going to accomplish our people budget and ultimately drive the operational budget which supports the execution of the concept of operations.
A “people budget” is just that: a budget. We all know that budgets are guidelines that become fluid depending on changes in the business. After all, all business is dynamic and things do change. Development of a “people budget” should be an ongoing activity of the recruitment department, perhaps polling divisions, departments, etc. to provide you with not only an anticipated number of potential new hires in the next three to six months but also a general breakdown of skill sets that you envision hiring.
Your departments will resist this exercise. keep reading…
I hear from talent acquisition leaders that they want a seat at the table. I ask: “What does that mean to you?”
For an individual recruiter, it’s building trust with your hiring managers. For a recruiting manager, it’s building trust and showing progress on hiring needs with multiple hiring managers. For the leader, it’s driving quality of hire, building relationships with leaders, enhancing the brand, globalizing hiring if required, managing a large budget, driving productivity outcomes with the teams they manage, and delivering on hiring goals set out by the company at all levels especially the executive level. Any talent acquition strategy has to be aligned to these company goals and directly to the HR vision.
HR has to build bridges with their finance leaders and with those who influence strategy. For this to happen, talent acquisition has to be the bridge with its HR leaders to be the subject matter expert in hiring practices; specifically, hiring practices that help reduce short-term attrition. keep reading…
About a year ago, I was participating in a series of team meetings when I noticed that one question kept resurfacing: “How can we demonstrate the value of talent acquisition?” While the discussion moved to other topics, this question remained unanswered.
Cost, quality, and speed have underpinned the value proposition of the talent acquisition function for many years. It has been defined by metrics such as productivity, process and channel efficiency, full/sub-cycle time, and the results of satisfaction surveys. Yet, it has become clearer to me that value in talent acquisition is no longer being adequately communicated and translated to our customer base. We need a new way to demonstrate value beyond the walls of our own function. We need to better articulate how and why talent acquisition contributes to the overall worth of the organizations we work for.
Here, I make my case for a new kind of value mapping that centers around talent acquisition first and foremost. Value mapping talent acquisition can deliver better results, with more focused associated costs and impactful communication.
Value: A Simple Definition keep reading…
My last post on why I believe LinkedIn will never kill the professional recruitment industry seemed to generate a lot of attention. While some of the numerous comments made a lot of sense, I can’t help feeling that there are still a lot of people missing the point.
Recruitment can mean different things to different people. There are a plethora of different business models within the staffing industry, so I thought it might be a good idea to define what I believe good recruitment is. This will perhaps put into context why I don’t believe that LinkedIn — or for that matter any other web-based product — can ever replace the service we provide. I expect this will be particularly helpful for those who seem to feel that they are qualified to comment on the impending death of our industry without having ever having been a recruiter, or in some cases ever having recruited a person themselves.
Talent Is Not an Online Commodity keep reading…
In this, the ninth year of the ERE Recruiting Excellence Awards, finalists include a New York hospital that’s a finalist in two categories, a flower delivery company, a big technology and a big banking company, government contractors, management consultants, and a fast-growing home-loan organization.
“It really brings me hope to see people doing excellent things,” one judge wrote to me, about the industry’s leading awards for talent acquisition.
We made a few changes since last year’s ERE Recruiting Excellence Award winners and finalists were announced. For the first time we have an onboarding category. We split the “department of the year” into large and small companies. We altered the “careers website” a bit to encompass more than just a company’s own site, but social media and similar sites as well. And, we added an “innovation,” award, which will be announced at the upcoming Recruiting Innovation Summit.
The other winners will be announced at the ERE Recruiting Conference & Expo in San Diego, where the finalists will up on stage in a perennially popular q-and-a session for the audience.
Here are those finalists in alphabetical order within the categories: keep reading…
After working in a number of talent acquisition groups over the course of my career, I have often reflected on the many comments and sentiments that have been shared with me about the function. My belief has been and always will be that talent acquisition is the only function within HR that can destroy the business and HR.
If you can’t get people through the door, there is no need for benefits, compensation, employee relations, or any other facet of HR because there is no one working at the company. Surely, if there are no people or hires coming through the door there is no way to keep the business going.
In many ways, the talent acquisition job is a thankless one. If you hire someone who doesn’t work out it is your fault. If a job needs to filled yesterday and other logistics prevent the group from proceeding in a timely fashion, it is Talent’s fault.
However, there are many instances in which talent acquisition misses the mark in delivering upon its inherent value proposition and there is no one to blame but itself.
While I recruit for almost anything, over the years I’ve done a lot of software engineering recruiting. I’ve learned that software engineers in startups typically have short time frames to develop, modify, and test their software, and to do it effectively, there is a formal method called “agile software development.”
Since I usually like to understand what it is I’m recruiting for, I did some research about agile software development, and found out the the principles behind it were formulated in 2001 in a document called The Agile Manifesto. There seemed to be a great deal that could also apply to recruiting. I decided to “sample” — aka, steal it — and substitute some appropriate recruiting terms for the software terms, and about three years ago I sent it out. Here it is again: keep reading…