On the verge of leaving the recruiting calling …
I am a second-generation recruit who knew he wanted to be a recruiter. In junior high I’d go to my dad’s office and stuff envelopes of candidates to prospective clients and help rewrite resumes. I went to school and studied HR management and organizational development. After a stint in social work to give back and learn more about how people ticked, I went into recruiting.
I have started departments, trained recruiters and managers on targeted interviewing, and worked for some of the top firms in life sciences and finance — making them able to compete in a global economy.
I have had the privilege to study sourcing from Shally Steckerl and to debate Lou Adler on the art of recruiting. And I read articles each day on the profession of recruiting.
So, I am stunned to say I am done. 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…
Like you, I started seeing the posts and pics last week on LinkedIn, Twitter, Facebook, and Instagram (yes, Instagram) from friends who were receiving the “You have one of the top X% most viewed LinkedIn profiles for 2012” email from LinkedIn.
First it was 10% then 5% and later in the week 1%.
And I started thinking, “am I really not that cool to have ranked in the top 1%? How can that be?” keep reading…
The writer of those Recruiting 3.0, 4.0, and 5.0 pieces is leaving Autodesk and is headed to SAP as Global Head of Talent Acquisition Strategy & Innovation. 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.
There is nothing like a good controversy to stir up one’s feelings and subsequently a fierce debate. One of my favorite things about reading articles on ERE is how some of its contributors have a wonderful ability to write articles that generate comments a mile long because of controversial subjects covered. We were barely into 2013 when Adrian Kinnersley wrote an article entitled, “Why LinkedIn will never kill the professional recruitment industry,” which was very on point.
People are so polarized around this issue, but the comments section was what really made it an interesting read for me. If I didn’t know better I would have expected a fistfight to break out. One commenter even suggested that commission-only salespeople are unable to provide independent advice to candidates, and candidates know this. This inspired me to pick up my pen (figuratively, that is) and write, which I haven’t done lately.
The Demise of the Agency Recruiter keep reading…
This week, I thought I’d throw out a bunch of recruiting related questions that I’m curious about. Some may be easy to answer (and I’m just to lazy to do so), some hard, and some may have to be re-stated/re-defined.
Do you have any answers? keep reading…
When U.S. News issued its list of the 100 Best Jobs for 2013, its No. 1 criterion was hiring demand. After that came salary. Also factoring into the equation were work-life balance, stress, and the unemployment rate for individuals in each of the occupations.
Based on those factors, and a few others, dentist ranked at the top of the 100 Best Jobs list. Registered nurse was second, followed by pharmacist and computer systems analyst. Of the top 10 jobs on the list, six are in health care. The other four are in tech. (Telemarketer ranked at the bottom of the list.)
HR came in 72nd in the rankings, sandwiched between sales manager (71) and plumber (73). keep reading…
“I’m as mad as hell, and I’m not going to take this anymore!” –Howard Beale, Network
I’m making a late introduction – I started writing last week after not doing so since 2009. Though it’s much easier and more enjoyable to tear apart other peoples articles, I decided to start writing some of my own.
My madness is because much of what I read as “professional wisdom from “recruiting thought leaders” is: keep reading…
You’re at a social event, catching up with an old friend or meeting someone for the first time, and the conversation turns to your career. You say “I’m a recruiter.” Their response is likely, “Oh, like a headhunter?”
If you are a headhunter, then the conversation moves on and everyone understands each other. But if you are a corporate recruiter, your response is typically “Well, not exactly; I am a recruiter for (Insert Company Name Here). This is typically followed by a quizzical look in the other person’s eye (especially if you don’t work for a company with a household name).
If your initial response was “I’m a sourcer” or “I’m a contract recruiter” or “I’m a recruiting manager,” or something along those lines, then you’ve likely just confused the other person even more.
Sound familiar? keep reading…
Late last year, I checked with my recruiting friends (yes, I still have a few left) and colleagues as to what they thought were the worst recruiting mistakes that companies make. What they said is below. What do you think are the worst? keep reading…
Things which matter most must never be at the mercy of things which matter least. –Goethe, Johann Wolfgang Von
As we emerge from the strains and exertions of 2012 and look to manage our recruiting efforts in the New Year, we are all sure to suffer one ongoing problem: distractions that will eat away at our time and our productivity. Too many things both online and off scream for our attention and too many people want a piece of our day. This is not good.
I believe that the time to clear off your desk and start afresh is now, and even more then the physical aspects of cleaning house are the mental aspects of knowing that if you have a job of any significant responsibility, the watchword for renewed success will be productivity. One’s ability to get their recruiting done despite the madness and the noise that puts us in the zone Stephen Covey referred to as “the thick of thin things” is an ongoing effort with which we all struggle. (If you have not read Covey’s seminal book the Seven Habits of Highly Effective People yet, I can’t imagine a better way to kickstart the year off in your favor.)
With this in mind, I offer 10 insights that will surely contribute to enhanced success as a recruiter in the year all of us are about to enter. keep reading…
Recruiting can be boiled down to three critical ingredients that make up the mix: sourcing, screening, and verifying. A traditionally manual function of HR, process automation is snatching the reins from bloated HR divisions and outside recruiters.
According to Bersin & Associates, spending on outside recruiters represented a third of recruiting budgets in 2010; however, due to high commissions (averaging 21% of a new hire’s first year salary), spending halved in 2011 in favor of sourcing talent directly on social networks.
Of course, fancy recruiting IT is imperfect and can not (yet) replicate the intangibles of a seasoned recruiter. Plus, someone has to pilot the software — push the button, as it were. But make no mistake, the tech industry is going after 100% of the pie. And that means cutting out the middleman.
We’re already seeing signs of disruption. keep reading…
Talent management and recruitment, or really any of HR’s core functions, can be one of the most rewarding professions out there. It comes ready with excitement, positive challenges, and constant opportunities to learn. It is this sense of fast-paced, interesting work (with people, you do enjoy working with people, right?) that appeals to so many young professionals and is a contributing factor as to why the field can often be a difficult career to break into. However, as with any profession, those already entrenched in the war for talent have their own share of difficulties.
Within the ranks, it can often seem that opportunities to advance are rare. Outside forces dictate the how and why of advancement and everything from market demands to internal perception of the function to closed-door politics can come into play. Outside of building a strong resume and giving the proverbial 110 percent, moving up the corporate ladder is an undertaking that falls outside most talent professional’s locus of control.
As difficult as it may be for established employees, those trying to break into the field are too often left with the feeling that they are just butting their head against a wall, looking for the well-kept secret that has prevented them from landing that first all-important gig. Establishing, building, and maintaining a career in the talent management arena can be without a doubt a frustrating endeavor.
A quick tete-a-tete over drinks, on a professional message board or at a networking event, will often show that talent management professionals, often reserved in the workplace, hold no qualms about airing their grievances off site amongst their peers. Whether in a classroom setting working toward a graduate degree, attending a professional certification prep class, or simply kicking back after a long day — those working in field, the people listening to and fixing problems all day long, have their own fair share of issues.
Some of the more commons complaints I’ve heard over the years from talent pros (and others in the HR field) include: keep reading…
Demand for recruiters has slowed in the last few months, but the overall job count remains strong across the U.S.
Wanted Analytics says the number of jobs for recruiters is 12 percent higher than a year ago, with some 14,000 ads for recruiting jobs posted online last month. That’s down from the peak in May, but, says Wanted, the effect may simply be seasonal, as a similar dip occurred a year ago, continuing through the end of the year, before rising sharply. keep reading…
(This article was co-authored with Amy McKee, Sr. Director, Global Talent Acquisition, at Autodesk.)
Mobile …finally! DNA footprints in the cloud; recruiting back to basics: getting to know the candidate; the end of the traditional ATS; emerging markets dominate; augmented reality; disruptive marketing and stunt PR; the end of social media; candidate cloning and the end of recruiters as we know it!
The impact and level of debate created by Recruitment 3.0 & 4.0, certainly took us by surprise. Based on feedback, it is clear that there has been healthy discussion and many companies have re-appraised/reviewed their recruiting strategies.
Recruitment 5.0 is the final paper in the trilogy.
3.0 was all about building.
4.0 all about driving value.
5.0 is all about … Personalization, self-sufficiency, predictability, big data, and back to basics.
The defining features of Recruitment 5.0:
- Mobile recruiting finally takes off and becomes the dominant channel.
- Recruiting gets back to basics and focuses on building relationships. Included in this is a focus on personalization/humanization and dominating/driving communications.
- Footprints in the cloud. Companies obsessively get to know their customers/consumers, and recruiters do the same with their “corporate” talent pools
- Data DNA: Companies draw data to profile candidates based on online habits and trends.
- Technological developments bring an end to the traditional ATS.
- Emerging markets emerge and dominate.
- Augmented reality and disruptive marketing dominate recruiting marketing.
- As companies seek to attract the best talent in a candidate short market, they set up their own courses, universities/academies, and “clone” future employees.
- As talent becomes more scarce, talent becomes more contract by nature and more flexible.
- It’s the end of recruiters as we know it … the death of the recruiting profession?
Some meaty stuff.
Reviewing these bullet points, some companies are already experimenting and executing on elements, but as time passes, these will become dominant in our thoughts, plans and strategies.
Let’s explore in more detail. keep reading…
I have been a recruiter for nearly a decade now. Being a recruiter is not for everybody; however, for me it is a way of life. I truly enjoy it, and finding this pure enjoyment in what I do professionally has made what seems like a difficult profession to most become relatively seamless to me.
Don’t get me wrong — I have my days. There are the standard frustrations, ups and downs, and the things that happen that make me take a step back and say “ the candidate did what!?” We are dealing with human capital, the most volatile and important resource known to man, and there is a certain degree of absurdity you need to work within from time to time.
I was doing some reflection the other day, as to why things seem to just come together for me so often with passive candidates, hiring managers, and other areas within recruitment, and I found one simple trend. keep reading…
Within most corporate HR functions, the atmosphere is simply too politically charged to even consider raising this powerful question:“Which HR function ranks No. 1 with the highest impact on two critical business success measures — revenue growth and profit margins?” Well, the data is in, and we now definitively know that the answer is … recruiting is the most impactful HR function!
In my many years of working with corporations, I have come across only a handful of HR leaders who have taken the time to quantify the business impacts of recruiting (Google and Apple are the best). But if you shift industries and look at the sports and entertainment industries, you will find that it is well established that recruiting is the most impactful people management function.
In pro basketball for example, you could take an average individual player and attempt to develop them over time into a “LeBron James.” However, if you wanted immediate results with a low risk of failure, you would simply recruit LeBron away from his current team. But fortunately, in the corporate world there has now been a breakthrough global study conducted by the Boston Consulting Group that reveals the relative value produced by each of the different HR functions.
From the Best to the Worst
If you’re curious as to whether a particular HR function produces a high or low business impact, this section will reveal their ranking. keep reading…
In this session, Fred Shilmover of InsightSquared talked about the importance of data, being able to conceptualize and analyze it as well as what it means for your business.
I can’t say enough about how important and difficult a recruiter’s job can be. Yes, we have our share of easy-to-fill jobs, and yes there are times when our load is not quite as crazy as it could be. One might even argue none of us have any reason to complain when there is a bevy of qualified candidates waiting to fill our jobs courtesy of the current economic climate … true!
However, candidates don’t know the half of what it takes from getting the requisition off the ground and posted, to selling a job to a candidate at a company that frankly isn’t worth the paper requisition it came on. This is where I am going with all of this.
Companies make good decisions and they make bad decisions. The good decisions are designing competitive benefits and recognition programs to attract and retain employees. That is, as a recruiter I am happy to highlight in an interview and beyond the plentiful and robust benefit offerings my company has to offer in hopes that the candidate will find the overall proposition of working with us enticing. More often than not the candidate considers all that is available to him/her. A deal is made and everyone is happy.
Here’s where our job becomes difficult: keep reading…