Conference Room or Cubicle:   What Type of Recruiter  do You Want to Be? 6 th  Annual SMA Staffing Symposium September 23,...
<ul><li>Understand how Talent Acquisition is often viewed today and why. </li></ul><ul><li>Learn how to begin earning cred...
“ The Expert”? Who is
<ul><li>How many candidates does my hiring manager INTERVIEW per year? </li></ul><ul><li>How many candidates do I INTERVIE...
A View From a Different Lens
<ul><li>Expense Center vs. Profit Center </li></ul><ul><li>Administrative/Transactional </li></ul><ul><li>Generalists </li...
The Question: Why do Talent Acquisition professionals often lack credibility from the Hiring Manager?
<ul><ul><li>Common Characteristics: </li></ul></ul><ul><ul><li>Lack of internal brand </li></ul></ul><ul><ul><li>Perceived...
The Answer: How do Talent Acquisition professionals build credibility with the Hiring Manager?
Credibility? Remember: you are the professional now act like it! <ul><li>Become Subject Matter Savvy </li></ul><ul><li>ABC...
<ul><li>Develop  ‘required’ and ‘desired’ skills list from manager </li></ul><ul><li>Years of experience is not a skill </...
Functional Competencies (Example)
Behavioral Competencies (Example)
<ul><li>The 5 Steps of the Sales Process </li></ul><ul><ul><li>Develop a relationship </li></ul></ul><ul><ul><li>Identify/...
<ul><ul><ul><li>Restate agreed upon skills </li></ul></ul></ul><ul><ul><ul><li>Present candidate ’s required skills </li><...
How to   Align Talent Acquisition Strategies with overall Business Strategies
Strategies Aligning <ul><li>Typical Business Drivers   </li></ul><ul><ul><li>Increased Revenues  </li></ul></ul><ul><ul><l...
Strategies Aligning <ul><li>Key Steps </li></ul><ul><ul><li>Understand the strategic business objectives. (Review needs an...
<ul><li>Key Steps </li></ul><ul><ul><li>Assess main talent sourcing channels. (Review for effectiveness and efficiencies) ...
Strategies Aligning <ul><li>Key Steps </li></ul><ul><ul><li>Analyze compensation data of key workforces. (Cont.) </li></ul...
Strategies Aligning <ul><li>Key Steps </li></ul><ul><ul><li>Analyze HR metrics.  </li></ul></ul><ul><ul><ul><li>What are t...
Which Recruiting Metrics drive  “ Real ” business results?
<ul><li>Why are recruiting metrics important? </li></ul><ul><ul><li>Drive consistency in delivery of recruitment services ...
<ul><li>Effective recruiting metrics must: </li></ul><ul><li>Be able to drive a recruitment behavior focused on quality of...
<ul><li>Typical Metrics: </li></ul><ul><li>Time To Fill </li></ul><ul><li>Cost Per Hire </li></ul><ul><li>Job Vacancies Ou...
<ul><li>What matters most?  (Aberdeen Group Study) </li></ul>Metrics
<ul><li>What to Measure: </li></ul><ul><li>Sourcing Channels </li></ul><ul><li>Recruiter Efficiency </li></ul><ul><li>Cand...
Conference Room or Cubicle:   What Type of Recruiter  do You Want to Be? Stevelowisz .com
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2010 Seattle SMA Presentation - Conference Room Or Cubicle, What type of recruiter do you want to be?

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

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