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2010 Seattle SMA Presentation - Conference Room Or Cubicle, What type of recruiter do you want to be?
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2010 Seattle SMA Presentation - Conference Room Or Cubicle, What type of recruiter do you want to be?

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  • 1. Conference Room or Cubicle: What Type of Recruiter do You Want to Be? 6 th Annual SMA Staffing Symposium September 23, 2010 Presented by: Stephen Lowisz, Author & Educator
  • 2.
    • Understand how Talent Acquisition is often viewed today and why.
    • Learn how to begin earning credibility with hiring managers.
    • Learn how to align your talent acquisition strategy with your organization ’s business strategy.
    • Understanding what key recruitment metrics create real business impact.
    In this presentation, you will:
  • 3. “ The Expert”? Who is
  • 4.
    • How many candidates does my hiring manager INTERVIEW per year?
    • How many candidates do I INTERVIEW per year?
      • How many HIRES does my hiring manager make in a year?
      • How many HIRES do I make in a year?
      • What is the hiring manager ’s CORE EXPERTISE or competency?
      • What is my CORE EXPERTISE or competency?
    Ask Yourself Some Questions:
  • 5. A View From a Different Lens
  • 6.
    • Expense Center vs. Profit Center
    • Administrative/Transactional
    • Generalists
    • “ A Necessary Evil”
    • Lack of business understanding
    • 36% of CEO ’s do not have confidence in their own recruiting department (Management Action Program CEO Survey)
    Typical View
  • 7. The Question: Why do Talent Acquisition professionals often lack credibility from the Hiring Manager?
  • 8.
      • Common Characteristics:
      • Lack of internal brand
      • Perceived lack of industry/position knowledge - Not asking questions!
      • Lack of consistent communication
      • Not a problem solver
      • Allow the manager to lead
      • Setting unrealistic expectations
      • Setting no expectations
      • Most recruiting processed are designed to generate quantity, not quality!
    Credibility? Why do we lack
  • 9. The Answer: How do Talent Acquisition professionals build credibility with the Hiring Manager?
  • 10. Credibility? Remember: you are the professional now act like it!
    • Become Subject Matter Savvy
    • ABC – Always Be Communicating (Good or Bad)
    • Develop the Reputation as a Problem-Solver
    • Teach and Promote Objective Candidate Assessments
    • Focus on setting realistic expectations
      • Not necessary to make guarantees
      • Communication, roles, etc
    Focus on Building Your Internal Brand Step 1: How do we build
  • 11.
    • Develop ‘required’ and ‘desired’ skills list from manager
    • Years of experience is not a skill
    • Rank skills in order
    • Gain agreement/Follow up in writing
    • Explain sourcing options
    • Timetables/Expectations
    Credibility? How do we build Lead your Manager: Taking the Job Order Lead your Manager: Develop Search Strategy Remember: you are the professional now act like it! Step 2: Step 3:
  • 12. Functional Competencies (Example)
  • 13. Behavioral Competencies (Example)
  • 14.
    • The 5 Steps of the Sales Process
      • Develop a relationship
      • Identify/Qualify
      • Overcome Objectives
      • Fill the need
      • Advance the sale
    Credibility? How do we build Step 4: Lead your Manager: Candidate Recruitment/Selection Remember: you are the professional now act like it!
  • 15.
        • Restate agreed upon skills
        • Present candidate ’s required skills
        • Present candidate ’s desired skills
        • Gain agreement
    Credibility? How do we build Step 5: Lead your Manager: Present the Candidate Step 6: Talk in Terms Important To the Manager Remember: you are the professional now act like it!
  • 16. How to Align Talent Acquisition Strategies with overall Business Strategies
  • 17. Strategies Aligning
    • Typical Business Drivers
      • Increased Revenues
      • Increased Profitability
      • Cost of Open Position
      • Selling into New Markets
      • Bringing Better Products/Services to Market Faster and at a Lower Cost
  • 18. Strategies Aligning
    • Key Steps
      • Understand the strategic business objectives. (Review needs and locality of skills)
        • What are the key skills needed?
        • When will these skills be needed?
        • Where are these skills needed to be deployed?
      • Understand workforce make-up in skills and competencies. (Create Talent Profile Document)
        • Are certain workforces more core to the success of the organization than others?
        • Where are these workforces currently?
  • 19.
    • Key Steps
      • Assess main talent sourcing channels. (Review for effectiveness and efficiencies)
        • Where have the skills come from in the past?
        • Can these sources be tapped more effectively or efficiently?
        • Can improvements be made by applying technology to support a channel?
      • Analyze compensation data of key workforces. (Better decision making of the economics associated with workforces)
        • How does the compensation of your key workforces and key skills stack up relative to current and near future labor markets?
    Strategies Aligning
  • 20. Strategies Aligning
    • Key Steps
      • Analyze compensation data of key workforces. (Cont.)
        • Does this align to your compensation strategy?
        • Does it make economic sense to maintain these level of compensation?
        • Does the compensation support the productivity and output?
        • Does the compensation support the strategic business objectives, and the area of growth indicated?
  • 21. Strategies Aligning
    • Key Steps
      • Analyze HR metrics.
        • What are the key metrics being tracked on talent recruitment and talent tenure?
        • Are these metrics relevant to the business strategy and key talent issues being experienced?
        • What actions are being taken from these metrics and how effective are these actions?
  • 22. Which Recruiting Metrics drive “ Real ” business results?
  • 23.
    • Why are recruiting metrics important?
      • Drive consistency in delivery of recruitment services to the hiring manager.
      • Identify process steps that need improvement.
      • Support business cases for programs and expenditures in recruiting.
      • Report the right recruiting results to senior management.
      • Define to leadership what is important.
    Metrics
  • 24.
    • Effective recruiting metrics must:
    • Be able to drive a recruitment behavior focused on quality of hire and quality of client experience (Business Objectives – Real and Perceived!).
    • Be actionable and predictive.
    • Be consistent on what they measure.
    • Be tracked over time in order to generate internal benchmarks and analyze internal performance.
    • Be open to peer comparisons.
    • The Bottom Line :
    • What Gets Measured IS what Gets Done!
    Metrics
  • 25.
    • Typical Metrics:
    • Time To Fill
    • Cost Per Hire
    • Job Vacancies Outstanding
      • Only looking at initial cost and not the long-term cost of hiring the wrong candidate.
      • Does not account for “quality of hire” – will the candidate deliver? (Business focus).
      • Recruiter focuses on the lowest hanging fruit - drives recruiters to “sell” candidates internally.
      • Recruiter focuses on “filling the seat” faster and cheaper, not better.
    Metrics
  • 26.
    • What matters most? (Aberdeen Group Study)
    Metrics
  • 27.
    • What to Measure:
    • Sourcing Channels
    • Recruiter Efficiency
    • Candidate Satisfaction/Experience
    • Hiring Manager Satisfaction/Experience
    • Quality of Hire/Productivity
    • Efficiency Ratio
    Metrics
    • What to Measure:
    • Sourcing Channels (Int.)
    • Recruiter Efficiency (Int.)
    • Candidate Satisfaction/Experience (Ext.)
    • Hiring Manager Sat/Experience (Ext.)
    • Quality of Hire/Productivity (Ext.)
    • Efficiency Ratio (Ext.)
  • 28. Conference Room or Cubicle: What Type of Recruiter do You Want to Be? Stevelowisz .com