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A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders
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A Reality Check: Benchmark Your Strategic Recruiting Process with Industry Leaders

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A recent survey reveals that 78% of 1,200 CEO’s from 60 various countries are listing strategic recruiting as one of their top three current concerns. Stating strategic talent shortages as the reason …

A recent survey reveals that 78% of 1,200 CEO’s from 60 various countries are listing strategic recruiting as one of their top three current concerns. Stating strategic talent shortages as the reason for being unable to pursue new business objectives, or have had to delay and/or cancel business initiatives due to strategic talent challenges. In this one-hour webinar, hosted by Jacque Vilet, you will walk away with an understanding of what strategic recruiting is, the importance to CEO’s, whether strategic recruiting is a good fit for your company and how to gauge that requirement, and much more. If you’re a recruiter looking to take it to the next level, then this one-hour webinar, sponsored by Zalp, will be one you can’t afford and won’t want to miss.

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  • 1. Strategic Recruiting: What it is, Why it‘s important and Where it belongs Jacque Vilet Vilet International April 3, 2014 ERE.net
  • 2. What strategic recruiting is . . . Alignment of talent placement with company business strategy Laser focus on: Revenue-producing and revenue-impact jobs, as well as Jobs in high margin and Rapid growth business units
  • 3. What strategic recruiting is not . . . ―Employment‖ or just plain ―recruiting‖: Filling requisitions ―thrown over the wall‖ Filling easy to find positions that are surplus in the market Non-critical positions Screening, testing, scheduling interviews
  • 4. Strategic Recruiting Focus here is loud and clear! Strategic recruiting not Employment!
  • 5. Why it‘s important to CEO‘s 78% of 1,200 CEOs from 60 countries list 7 top issues: #1 Talent is their top priority * PricewaterhouseCoopers survey
  • 6. Why it‘s important to CEO‘s The other 6 priorities: 2) Organizational structure (including M&A) 3) Approach to managing risk 4) Capital investment decisions 5) Focus on corporate reputation and building trust 6) Capital structure 7) Engagement/relationship with Board of Directors
  • 7. Strategic recruiting Impact of globalization It‘s a multi-speed world today!
  • 8. Why it‘s important to CEO‘s Because of talent shortages: 25% of CEOs said they‘ve been unable to pursue a global market opportunity 25+% have had to cancel or delay a strategic initiative 33% are concerned that skills shortages will impact their ability to compete effectively 50+% of CEOs say they‘ve been hit by one or more of these three issues
  • 9. Why it‘s important to CEO‘s Only 30% of CEOs are ‗very confident‘ they will have the global talent they need over the next three years. Need for strategic workforce planning to insure having the right skills, right knowledge and right experience in the right places – now and in the next 3 to 5 years
  • 10. Why it‘s important to CEO‘s “We’ve definitely grown less fast than we would have liked to in some places –--- because we haven’t been able to recruit and attract and train enough people fast enough.” ---- Andy Green, CEO, Logica Plc
  • 11. Why it‘s important to CEO‘s “The current business environment has exposed weakness in our workforce strategy and limitations in our ability to compete on an international scale. Building an experienced and knowledgeable workforce is the most critical challenge we now face.” --- Dr. Zhang Xiaogang, President, Anshan Iron and Steel Group Corporation, China
  • 12. Growing responsibilities Develop a long-term workforce plan aligned to company strategy --- global and U.S. Know which roles drive the most value based on company strategy Example 1: New market entry in Thailand calls for sales/marketing people Example 2: New product development calls for design engineers
  • 13. Growing responsibilities Global strategy and focus not just U.S.  Oversight necessary to avoid hiring in ―siloes‖ Staffing for mergers and acquisitions Creation company image through branding Expert at sourcing and networking Relationship builder and salesperson Development talent pipelines
  • 14. What synergies exist with other functions? Marketing: Market intelligence --- What‘s happening in the marketplace  Researching supply and demand in all company locations  Identifying competitors for critical positions Branding --- Image of the company‘s products/services that is essential for success Strong employment brand enables company to attract potential employees Getting people to view company as great place to work
  • 15. What synergies exist with other functions? Marketing: Communications – Tailoring messages to different types of customer groups and using different communication channels Attract different groups of candidates by creating different communications material Company website, job sites, social media — any place recruiting communication is used Segmentation --- Looking for individual markets whose wants or needs bring the most revenue to company Concentrating on key/critical positions that add the most value to the company
  • 16. What synergies exist with other functions? Marketing: Differentiation --- Way to make company‘s products/services more desirable than those of its‘ competitors. Create ways to differentiate — ―stand out‖ and be noticed. Making the company ―stand out‖ to candidates and looking like a more desirable place to work than its‘ competitors ―Standing out‖ It‘s the very heart of competition
  • 17. What synergies exist with other functions? Sales: Prospecting/cold calling --- sourcing of candidates Networking ---- using network to hunt candidates Discovery phase --- interviews Demo/pitching --- selling candidates on company Negotiating and closing --- creating ―win/win‖ for everyone
  • 18. Why reporting relationship is important Reporting relationship doesn‘t matter: ―Changing bosses doesn‘t make you strategic overnight.‖ ―ANY function within a company worth its salt does not need to report into a vertical to harness its power.‖ ―Does it matter what box it sits in on the organization chart?‖ ―It shouldn‘t matter where it reports — just do a good job, etc. and ignore the rest.‖
  • 19. Why reporting relationship is important Reporting relationship does matter: It‘s not about org charts and boxes!
  • 20. Why reporting relationship is important Reporting relationship does matter: Globalization has forced companies to: Rethink their strategies Change they way they operate When strategy changes . . . structures must be re-aligned
  • 21. Why reporting relationship is important Reporting relationship does matter: Structure and strategy are ―joined at the hip.‖ Strategy must change with changing external environment --- and Structure must change for proper strategy implementation Structure supports strategy
  • 22. Why reporting relationship is important Reporting relationship does matter: Cannot afford a mismatch! Result would be: Responsibilities can be overlooked Staffing can be inappropriate People — and even functions — can work against each other
  • 23. Why reporting relationship is important Reporting relationship does matter: Shows who has the final responsibility Sends strong message to all employees Creates new information flows --- who needs to know what and when Faster and direct access to decision-makers ----- no intermediaries
  • 24. Traditional reporting relationship Strategic recruiting either: Reports to Human Resources --- if in-house Typically reports directly to line management --- if done by external third-party History of tension. . .
  • 25. Traditional reporting relationship Mindsets Human Resources Risk averse – legal Traditional thinking Employee oriented Follow ―best practices‖ On the defensive Looking ―inward‖ No differentiation among employee groups Strategic Recruiting Risk-taking ―Out of the box‖ thinking Business oriented Market differentiators On the offense Looking ―outward‖ Differentiation a ―must‖
  • 26. Traditional reporting relationship Mindsets Human Resources Keeper of policy -- no exceptions Viewed as ―gate-keeper‖ Slow decision-making Consistency Asks for ―permission‖ Strategic Recruiting Make exceptions to reflect harsh reality Viewed as ―gate-crasher‖ Needs fast decisions Innovation Asks for ―forgiveness‖
  • 27. Traditional reporting relationship Comment from HR blog: “One thing is for sure; the HR mindset and the Recruiting mindset are always going to be in tension….”
  • 28. Where‘s the ―best fit‖? Comments from HR blog: “I interviewed multitudes of people and specifically addressed this issue. Without exception I had total agreement that recruiting needs to report to almost anyone other than HR. “ “It certainly DOESN’T belong in Human Resources. Needs a strategic recruiting function in conjunction with CEO/COO to execute their strategy. In my dream world, the VP Recruiting reports to the CEO/COO directly, and we execute on the vision of that company.”
  • 29. Where‘s the ―best fit‖? Comments from HR blog: “Recruiting is autonomous and reports directly to our VP, Marketing. It’s fantastic. It allows recruiting to truly be part of the heart of the company.” “I agree that alignment under HR is not a good fit. By reporting to HR recruiting becomes a second rate department that is normally held to guidelines (very conservative) drafted by HR leaders. Recruiting needs to be forward leaning, creative and collaborate with marketing to brand the company.”
  • 30. Where‘s the ―best fit‖? Comments from HR blog: “I completely agree with the sentiment that recruiting needs to be separated from HR. I have been saying this for years. Every company out there today is missing out on opportunities by not leveraging recruiting teams to their fullest potential.” “I think it is time us recruiters stage the appropriate type of coup and extricate ourselves out, and make an active move to where we should be. It’s just time.”
  • 31. Where‘s the ―best fit‖? Word about outsourcing/third parties/RPO‘s: Strategic responsibilities need to stay in-house When you outsource you lose control When you outsource you are not ―in the loop‖ on strategic business strategy When you outsource --- at best you are a ―vendor manager‖ When you outsource you ―keep the house but give up the keys‖
  • 32. What about your company? Where does strategic recruiting belong? Human Resources?---- Google‘s HR is very strategic CEO/COO? Sales? Marketing? Business Development? Other?
  • 33. Questions?

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