The recruiting skills of 2020 with Kevin Blair - Beamery

Beamery.com Private & Confidential - Do Not Share © Beamery Inc. All rights reserved
The Recruiting Skills Needed
in 2020
1
What does a future-proof talent acquisition team look like?

Beamery.com Private & Confidential - Do Not Share © Beamery Inc. All rights reserved 2
VP Talent Strategy at Beamery
Industry board member
Linkedin.com/in/kevinblair/
Kevin Blair
Speaker Introduction

Agenda 1. The current talent landscape
2. What changed?
a. Team operating model
b. Technology requirements
3. The New TA profile
4. Connecting with the commercial

The Talent Landscape
4
The common thread to successful talent teams

The talent landscape in 2020
The talent market is changing fast
5
Transparent social
channels
Compensation data
New Era / Gig
economy
Open Source Talent
Candidate insights
Consumer grade
experiences
Recruiting is being disrupted by user-generated data, increased transparency, and predictive and
cognitive technologies

What changed ?
6
And how should talent teams change to adapt ?

What changed?
7
Why TA needs a new talent operating model
Organizations and markets have diﬀerent
expectations
- CHROs: generational shift
- CEOs: Attracting and retaining talent is a top
issue
- Lack of end to end accountability ensuring the
talent ecosystem works.
- All departments need “accountability” to
revenue and growth
TA ways of working are suboptimal
- Capacity and resources are split equally instead of
in proportion with business impact.
- Job profile stack based on seniority and
experience, instead of skills needed
- KPIs over-index on productivity metrics, and not
on value or commercial performance
- Traditional structures: non democratic design and
decision
- Recruiters and Sourcers are self directing

...Prioritize business critical work
TA teams need to be able to...
...See patterns in data (candidate sources, channels, etc)
...Use technology to enable the right work

What changed?
9
Talent Acquisition gaining in maturity
Build and Optimize Invest and deliver Transform and compete
360 recruiters, from
reqs to onboarding
Specialized teams, segmented
talent offerings
Reduce agency spend, own
end-to-end process
High touch process, team
development
Segmented services offering
Static, reporting-oriented data
Technology implementation, smart
data
Commercially oriented TA analytics,
forecasting, future-facing
TA needs to adapt to the increased expectations, and add value to its offerings and services to
the business
Greater accountability and synergy with hiring
managers and funding departments

The New TA Profile
10
The typical recruiting roles are evolving

The new TA profile
11
Increased focus on high-value parts of the process
Redesign the recruiting
process
Shift to future-facing
data
● Agile thinking, design thinking
● No more equal distribution of TA
capacity
● Tied to business objectives
● Reverse-engineer goals
● Draw insights around propensity to
hire, hire fit, competitiveness of
compensation...etc
● External validation for activity
How can recruiting teams adapt and evolve?

The new TA profile
12
Increased focus on high-value parts of the process
Prioritization as a skill in the recruiting organization
Businessvalue
Hire complexity
High priority
Leadership
Revenue & growth roles
Unique skill set
Crucial customer-facing role
Talent “battle ground” work
Medium priority
Billable roles
Cost-reduction roles
Medium range strategy
Low priority
Other roles
Repeatable
Potential low service model

The new TA profile
13
4 different recruiter “profiles” emerge
Agile
Talent Operations
● Process optimization
● Route to revenue
● Optimization of a tech stack
● Professional services
modelling
● HR Ecosystem management
“Data Poets”: Data-driven
decisions
Business process and workflow
modelling, capacity and
utilization planning
Tying activity back to growth
BU performance
Enable tech to drive activity,
NOT support it
Peer and Leader influencing
Agile sprint recruiter
● Team goals, backlog, solid
prioritization
● Business owned
● Narrow clients
● Burns down to outcome
Deep sourcing
Execution at speed
Multilayer communication
skills
Multilayer sales skills
Work with conflicting priorities
Agile recruiter
● Individual goals
● Dispersed client group
● Overlapping commitments
● *High value work
Strategic talent pool
management
“Data poet”
Critical relationship
management
Multichannel communication
Manage overlapping priorities
Digital recruiter
● Higher volume
● Multi source channel
● Operational rigor
● Tactical execution
Optimized for time
Prioritization into subsets
Selling skills
Identify narrow comms
channels
React real time to data,
conduct live assessments
DigitalAnalytical
What do
they do?
What
skills to
they
need?
Conduct retrospectives

The new TA profile
14
Is this just for enterprise?
Where to start for <10 TA teams
Experiment with allocation of TA time based
on prioritization
Add value to reqs :
● Advise on job req design with hiring
managers based on insights from the
market, role availability, skill popularity...
● Adapt job posting content to target
markets
● Push back lower value roles to hiring
managers
Link recruiting activities to business value1
2
3

New skills needed by recruiters in 2020
Foundational skills
Good, but not enough
- Verbal influence and selling skills
- Search techniques, boolean strings
- Tool literacy and knowledge of existing
technology
- Eﬀiciency in admin work and tasks that lend
themselves to automation
New skills
Necessary to compete
- Data Poets, ability to tie back activity to business
- Agile recruiting, ability to manage conflicting/overlapping priorities
- Design thinking for better solution design
- Peer and industry influence
- Multi-channel strategy, ability to operate at diﬀerent depth of
relationships with candidates
From multi-channel to
narrow comms
Personalization at scale
Written pitch, content
creation
Strategic talent pool
management
The new TA profile

The new TA profile
16
Enabling TA with a talent operations function
Tech stack, data
infrastructure, integrations
Reporting, future facing
insights
Process optimization,
workflow modelling,
utilization
Investigation of issues, root
cause analysis
TECH METRICS
PROCESS QUALITY
What is in scope for Talent Ops and how does it enable the talent team?
Hire for skills, train with
micro-learning
Capacity utilization, new
operating model
UPSKILL FOR SUCCESS
ORG DESIGN

The new TA profile
17
The role of infrastructure and technology
New talent operating model needs purpose-built technology
- Reporting around inputs as well as outputs
- Automation to scale core recruiting, but also operations and enablement
- Directing activity and supporting the execution to drive optimised outcomes
Leverage vendors to democratize talent tech and drive business impact

Linking TA back to the commercial
18
A new TA model with a direct link to business impact

The impact of Talent Operations
19
Can Talent Acquisition demonstrate an impact on revenue?
Reverse-engineering objectives
Forward-facing metrics and insights>
>
Resource allocation prioritized by business impact
Valuation of employees activity and contribution
>
>

Q&A
20

The recruiting skills of 2020 with Kevin Blair - Beamery

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to The recruiting skills of 2020 with Kevin Blair - Beamery

Similar to The recruiting skills of 2020 with Kevin Blair - Beamery (20)

More from Beamery

More from Beamery (20)

Recently uploaded

Recently uploaded (20)

The recruiting skills of 2020 with Kevin Blair - Beamery