The Changing Role Of The Recruiter

” The Changing Role of the Recruiter” David Szary – The Recruiter Academy dszary@recruiteracademy.com/734-414-9816 Link in with me: http://www.linkedin.com/in/davidszary R E C R U I T E R A C A D E M Y Material Copyright © 2009 -Recruiter Academy, LLC

MY AWESOME ADVENTURE . . .

“ Fell” into recruiting in 1989!

First half of career, recruited (and managed teams) in “high tech” industry for small, publicly-held “high-growth” staffing/outsourced service provider.

In 1997, founded The Recruiter Academy ( www.recruiteracademy.com ).

Since then, we have worked with over 1500 companies spanning 8 countries, 40 states and 110 different labor markets throughout the US.

Unique opportunity to work with recruiters/recruitment organizations performing in all types of market conditions (don’t forget the last down turn and the .com bust) within all major industries.

Presentation – “Research”

Interviewed industry leaders from a variety of industries (healthcare, life science, professional services, retail, financial services, technology, manufacturing, staffing/agency, industry thought leaders, etc.)

Reflected on past 20 years working with thousands of recruiters at respected organizations throughout the world (corporate, staffing, agency/TPR)

Have a “seat” at the table with line-of-business executives/hiring managers/clients

Are a ‘consultative’ business partner

Develop workforce plans and define hiring priorities, perform succession planning, set service level agreements, and quantify the tools/resources required to meet hiring objectives

Able to quantify ROI to key stakeholders

Manage the recruiting/hiring process. Aren’t a “paper” pusher

‘ Sales’ oriented. Recruiting = Sales

Ability to identify and recruit quality, “passively-looking” talent

Proactive. Create talent pipelines for “just-in-time” hiring

Candidates and Hiring Managers respect them as experts in recruitment/ selection/staffing

Fast Forward to 2009

What hasn’t changed? - Recruitment leaders are still looking for their recruiters to possess these attributes!

Why hasn’t this occurred? (or has it?)

What has changed?

Evolution of HR/Rec Professionals Trend towards specialization Personnel HR Generalist Recruiting Generalist HR Biz Partner Recruiting Consultant - Intake Session to Hire - Payroll - Benefits - Comp - OD - ER - Legal - Sourcing - PM /Coordinator

History of Sourcing Tools - Want Ads - Cold Calling - Resume on File - Want Ads - Cold Calling - Resume on File - Internet Job Boards - Resume Databases - Chat Rooms - ATS - Want Ads - Cold Calling - Resume on File - Want Ads - Cold Calling - Resume on File - Advanced Internet Search Tactics - Proliferation of Niche Job Boards - Web 2.0 Tools - Social Networks - Micro sites - Texting, Twitter, etc . - Internet Job Boards - Resume Databases - Chat Rooms - ATS - Internet Job Boards - Resume Databases - Chat Rooms - ATS - Advanced Internet Search Tactics - Proliferation of Niche Job Boards

Three Distinct Generations within the Workforce

Baby Boomers – 1946 to 1964

Gen X - 1965 to 1980

Gen Y (The Net Generation, Millennials, Echo Boomers) - 1980 to 2000

Since our last economic downturn

Unemployment worst since September – 1992 (January – 2009: 7.6%)

Time of “Abundance”

Abundance of job openings

Abundance of candidates

Recruitment/sourcing tools, job boards, etc.

Information

Growth, Growth, Growth (at any cost?)!

Resulted in . . .

Many corporate recruiters were ‘drinking from a fire hose’ (20, 30, 100 req’s on their ‘plate’)

Staffing/TPR’s – abundance of opportunities to work on – need to flush out quality versus quantity

Recruiters were measured on ‘filling req’s’. Less emphasis on putting “the right person in the right chair”

Tendency to operate in ‘reactive, transactional’ mode

Becoming Overwhelmed!

Be consultative, metrics, workforce planning, pipelining, blogging, twitting, Web 2.0, social networking, passive candidate recruiting, Boolean searches, etc.

” Changing Role of the Recruiter moving forward given the fact that . . . “

Attributes of ‘skilled recruiters’ are still in vogue

Evolution of “personnel” into specialized occupations

Proliferation of sourcing tools

Multiple generations to recruit from

Moved into the era of “abundance”

Changing Role The Recruiter – We need to be ’experts’ in!

Talent Management/Succession Planning

Workforce Planning/Materials Release Planning

Consulting/Setting Service Levels/Defining Priorities

Defining skills sets/competencies of top performers

Candidate Assessment

Employer Branding

SEO

Master Negotiator

Sourcing

Web. 2.0 tools

Social Networking

CRM/pipelining

“ A Generalist is becoming jack of all trades,

master of none!”

Changing Role The Recruiter – Definitive Trends!

Technology will continue to decrease “time” associated with the hiring process

New hire paperwork via self-serve online kiosk’s

CRM activities from ATS/TAS/CRM tools

Finding candidates (not recruiting them)

Streamline process with online scheduling tools. Set up views right from phone screen

In down economy, recruitment team can offer more/different ‘services’

“ Recruiters” become outplacement experts/career counselors

Turn database into a revenue generator? – Sell “inventory” of candidates?

Further specialization among recruiters. Shift from a recruiting generalist to a centralized/specialized model including:

Business Partners/Talent Managers

Talent Specialist

Sourcing

Coordinators/project managers

Will this specialization finally allow us to become “skilled” recruiting specialists?

Centralized/Specialized Model Hiring Managers Hiring Managers Hiring Managers Hiring Managers Sourcing Specialist Recruitment Biz Partner Talent Specialist - Assessment - Candidate Relationship - Close - Referral Network Sourcing - CRM - Client Relationship - Workforce Planning - Process Optimization - Defining Service Levels - Talent Management/Dev. - Name Generation - Candidate Development - Pipeline Creation and Development - SEO - Social Networking C O O R D I N A T O R S

Efficiency of Process Recruiting / Hiring Process Resources Required Baby Boomers GEN X GEN Y Sourcing Strategy/Tools Time/FTE Req to Source 21,164 How to get funding required to be ‘resourced’ properly? Materials Release Planning (MRP) Sourcing/FTE 60% 50% 35% 90% Sourcing time to identify a candidate to pre-screen 4 hours Recruiter Pre-Screens 5291 Candidate submitted for consideration 3174 Hiring Manager Views 1587 Offers 555 Hires 500

Background Checks

Rec/Hiring Mrg Time

Corporate HR Time

Hiring Manager Time

-Recruiter/Coordinator Time

Assessment Testing

Recruiter’s Time

Sourcing Time

Developing Workforce Plans It Depends on . . .

Number of hires?

When do you need them by?

How efficient are you?

How quickly can you find them?

Developing MRP/Workforce Plan It Depends on - CASE STUDY

Number of hires: 250

When do you need them by: All start by Dec.

How efficient are you:

Submittal to Hiring Manager view: 50%

Hiring Manager View to Offer: 50%

Offer to Hire: 90%

How quickly can you find them: 4 hours?

Resource Planning – Case Study Resources necessary to achieve Hiring Goal of 250 people (Based on 75/50/80 Process Efficiency Level)

Assumptions:

We have 9 months (March-November) to source candidates to achieve our hiring goals.

Sourcing Hours/Month = Total Sourcing hours/ 9 months.

Sourcing Hours/Day = Total Sourcing hours – month / 22 working days/month.

Number of Recruiters/FTE: Assuming a typical recruiter can source 3 hours a day/maximum.

Evolution of HR/Rec Professionals? Personnel HR Generalist Recruiting Generalist HR Biz Partner Recruiting Consultant - Intake Session to Hire - Payroll - Benefits - Comp - Hire - OD - ER - Legal - Sourcing - PM /Coordinator Talent Manager - Payroll - Benefits - Comp - Hire - OD - ER - Sourcing - PM/Coord.

In times of change – become “invaluable”?

Possess attributes of ‘skilled’ attributes! – STILL IN VOGUE!

Have a “seat” at the table with line of business executives/hiring managers/clients

Be a “true” consultative business partner

Develop workforce plans, perform succession planning, set service level agreements, define hiring priorities and quantify the tools/resources required to meet hiring objectives

Be able to quantify ROI to key stakeholders

Manage the recruiting/hiring process. Don’t be a “paper” pusher

Be more “sales” oriented

Ability to identify and recruit quality, “passively-looking” talent

Create talent pipelines for “just-in-time” hiring

Candidates and Hiring Managers respect them as experts in staffing

Become a “specialist” (Client consulting, assessment/candidate care, sourcing - name generation and/or candidate development)

Become an expert using web 2.0 tools (including social networking sites, SEO) to develop talent pipelines for key – critical/difficult to fill positions within your organization/industry

Changing your “Actions” from this session ?