ERE.net

This is a strange recession.

It is not affecting employment across the board as many of the past ones have, but rather seems to be targeting specific sectors and types of work. Obviously banking and financial services, but also manufacturing and anyone in a semi-skilled job such as auto workers are especially affected. Needs are pocketed and specific. Talent shortages remain.

Yet, I have had calls from search firms looking for key sales and marketing people, and for R&D talent. Senior HR executives are in demand, especially if they have global experience. Sectors still largely unscathed by the recession – healthcare, gaming, entertainment, pharmaceuticals, and biotech – are still facing talent shortages and global competition.

The growth of global supply chains, increasing automation, and greater process efficiency means we can do more with fewer. New jobs are being created daily, but they all require education and skill beyond that of many current candidates.

This, combined with the different attitudes candidates and employees have about work and about how they live their lives, changes how we recruit and employ people.

keep reading…

Whenever there is a downturn in economic conditions, one of the first knee-jerk reactions that many CFOs and senior managers take is placing a freeze on all hiring, pay raises, budgets, and promotions.

The effect of long-term hiring freezes is particularly damaging to the recruiting function, because “no hiring” generally means that a majority of recruiters will be laid off. Historically, budgets for recruiting have been cut so low that the function is literally decimated, making it rather difficult for companies to resurrect a decent function when the economy swings up.

Many executives think that the decision to institute some sort of resource freeze is one that helps the organization because it contains costs; however, the opposite is more often the case.

Poorly thought-out freezes that impact talent acquisition and other talent-management activities may actually harm the organization by:

• Driving increases or vacancies in revenue producing/impacting roles that decrease revenues beyond any cost savings.
• Driving increases in employee burnout/turnover.
• Missing out on new talent opportunities (i.e., not be able to hire a superstar that becomes available).
• Decreasing an organization’s capability/capacity to innovate.
• Damaging the employer brand making hiring more difficult when the economy returns.

Rather than waiting for the inevitable announcement of a freeze, recruiters need to be proactive and preempt any such silliness long before it occurs by making the business case for leveraging this time to re-architect the talent acquisition function, upgrade its strategic programs, and trade up the talent population while salaries and vendor costs can be negotiated down significantly.

(Incidentally, you can tell when a hiring freeze is imminent because they are almost always preceded by the infamous “paper clip memo” from the CFO, which limits the purchase of office supplies, magazine subscriptions, and travel).

Because every organization is unique, there is no one magic way to structure the business case, but I have put together a list of arguments that you can select from:

keep reading…

It was the beginning of autumn in New England, and the leaves were turning orange, yellow, and red. It was a glorious afternoon, but Paul scarcely noticed. He was stuck.

His company, ABC, needed some very specialized people and he couldn’t find them. For over two years, Paul had tried to fill some very specialized and always open positions by using Internet search and revamping the career site. He had even put his reputation on the line a few months back when he insisted that a central sourcing team would solve the perpetual lack of qualified candidates.

He had just finished a tough meeting with his sourcing team trying to figure out why there were no candidates in their talent pool. He had been certain that there would be several potential people from that pool; when the hiring managers had told him about their openings, he had assured them it wouldn’t take very long.

After all, the team had known about the competencies these positions required for months. Now it looked bleak.

What had gone wrong?

keep reading…

Like salespeople, one of the biggest challenges a recruiter faces is getting enough “outbound activity” (sourcing candidates, building relationships, etc.) while dealing with a steady stream of “inbound” interruptions (emails, status calls, etc.).

To compound this situation, we do this in an environment of constant change (shifting priorities, new requisitions, etc.).

If not managed properly, it is easy to lose focus, get de-motivated, and become non-productive.

To avoid this situation, most top sales organizations have a weekly “sales” meeting. Objectives of these meetings include:

• Make sure each salesperson has a focused plan of action for the week.
• Make sure each salesperson’s plan includes an adequate amount of measurable “outbound” activity.
• Set team/individual priorities.
• Discuss any administrative loose ends.

If, for some reason, you are not having a weekly “recruiting” meeting, start now. Based on the challenges outlined above, I can’t think of a logical reason why you wouldn’t.

In our research efforts, we have learned that the best sales organizations not only have meetings, but the salespeople enjoy attending them!

While the clear intent of these meetings is to get focused for a productive week, unfortunately, the majority of companies’ sales meetings are mundane, boring, and unproductive.

Most sales professionals view these meetings as a “necessary evil” to provide management with a status on progress toward their goals.

Indeed, during my 19 years in recruiting, I have attended my fair share of boring, mundane meetings!

To avoid falling into this trap, try the following meeting agenda/format. It provides structure and sets the tone for a productive, positive week:

keep reading…

Article by Dr. John Sullivan & Master Burnett

Last week we introduced the concept of an employment product manager, an individual who would oversee the development and positioning of employment opportunities using approaches similar to those used by product managers in a products company.

This week we will turn our attention to the development of a prototype job description for such a role and explore where the role should be positioned in the modern organization.

keep reading…