Listen to how careful planning, strategy, and candidate engagement led to 120 hires in for 7 rural hospitals in East Texas.
Recruiters come with a variety of skill sets. Do they have these three key skills? Watch and see.
No matter the industry, the lifecycle stage or the size of your organization…Having a recruiting function is costing you money. Costs such as using agency recruiters, bringing new hires into the company, and leaving positions open can affect your bottom line by thousands to millions.
Many times, to save money, you will instruct your Human Resources Leader to have Human Resources staff absorb recruiting into their day to day responsibilities. The problem, they post positions and wait for candidates to apply. There is no strategy, no process, minimal tools because they do not know how to go out and find the A level talent you need to grow or fill a key position in the organization. Why? To save money in your SG&A.
Three key business metrics you need to be tracking as the organization leader are cost to hire, turnover and related costs, and the effectiveness of your HR’s recruitment strategy.
Over the next few weeks, I will dive into detail around these topics and how I helped a large healthcare client reduce costs and improve efficiencies in these areas.
More about Michael Goldberg: Michael is a 20-year veteran in Talent Acquisition (a.k.a. Recruiting) who provides coaching, advising, training and executive search services for a variety of $1-2B organizations across the country. Learn More about Michael
Like it or not, the distinct lines between recruiting and sourcing are becoming murky. According to Nupur Vilas who wrote a blog in early 2017:
A sourcer’s responsibility is to understand the organization and the details of the position, qualify candidates according to those details, and present the qualified candidates to the recruiter. Don’t forget the part about building talent pipelines.
The recruiter’s responsibility is to get the candidates interested, conduct effective interviews, negotiate hiring terms, and work jointly with hiring managers to close candidates.
I would say that today now more than ever, the shift to a hybrid role. How do I know? I see the change happening as I speak with hiring managers. Below are my theories on why:
Cost Savings: While unemployment is at an all-time low, and human capital growth is high, the goal for all organizations no matter the size is keep margins high. Therefore, companies will ask recruiters to do both sourcing/recruiting. In fact, most small, medium, and even some large organizations do not have sourcing functions, so the recruiting teams are asked to do everything. If I am the CHRO, I could use the extra salary dollars on recruitment technology or marketing or hire an additional recruiter who has the experience in doing both roles.
Order Taker to Business Partner: As Corporate TA Leader, my teams are required to be business partners. That is, the recruiters:
· Understand the overall business strategy by meeting with department executives
· Build relationships with the hiring managers by learning their assigned departments’ functions and how their positions fit into the overarching department and business strategy
· Sourcing and selling candidates to obtain their interest
· Closing the candidates to accept the offer
· Building talent pipelines for commonly open positions and filling gaps in succession plans
From what I have seen on the vendor side, there are many companies still on the “order taker” side of the fence claiming the demands of the business and the administrative work do not allow them the time to source and recruit talent. I call BS. My advice is to sharpen the saw around time management, sourcing candidates, and building your partnerships with hiring managers. Quit posting and praying for qualified candidates to apply to your posting. It is a tight labor market. You have to go out and find the candidates. Not comfortable with sourcing or don’t know where to start? Check out the ERE Sourcing Academy that will provide you with the tools to be successful.
The blurred line between both function’s responsibilities: I know that sourcers who read this will argue that their skills are an art. I would respectfully say that sourcing is a learned function through everyday practice. Chrome extensions and added tools such as Seekout, Hiretual, and Zensourcer that help today's sourcing community along with an array of other savvy tools from the likes of Greg Hawkes, Dean De Costa, and Jeremy Langhans YouTube channels. I digress.
During conversations with Heads of Talent, I hear that sourcing and recruiting functions are rarely on the same page with each side pointing fingers. One leader told me, “While I see the value of both parties, it is just easier to combine the teams and retain those who provide possess both strong sourcing and recruiting skills.” I agree. One role creates a more productive and accountable position, than two. Furthermore, I firmly believe that having one role will improve your metrics over time. The key has this position solely focus on sourcing and recruiting. Have your Recruiting Coordinator managing the administrative side – posting, scheduling, writing offer letters, and answering candidate questions.
What role survives? Great question. It depends. Based on what we just covered; I would say those who can understand the business and organizational strategy, finds all squirrels (not just the purple ones), have solid relationship building skills and can build talent pipelines. In other words, a hybrid role that has the person working a full desk. My teams have always been a hybrid of sourcers and recruiters. Their performance measured on their ability to source, build pipelines, delivery of candidates and hiring manager satisfaction.
As my friend Derek Zeller said in a blog post earlier this year, “there is a difference between the roles of sourcers and recruiters, but when the sun goes down, and the lights go off, we are all just humans trying to make a living. Let’s stop trying to define and label roles and pay it forward.”
Damn right Derek. I would also add “and deliver.”
I would love to hear your thoughts/opinions. Let me know what you think!
About Michael Goldberg: Michael is an experienced Talent Acquisition Leader with 15 years of recruiting experience in Operations, Logistics, Distribution, Non-profit, Sales, and Event Management. His organization, The Recruiting Concierge, provides executive search and talent acquisition advisory services to organizations. Visit his website to learn more about his success in identifying top talent and turning underperforming recruiting departments to highly functioning recruiting teams.
In todays market for top talent, you should be considering internal movement within your organization. Suprisingly, not a lot of companies look internally. Here are some keys on how internal mobility can benefit your company.
Last week, I wrote about the fundamental questions you must answer before starting the change management process when it comes to switching ATS, CRM or HRIS systems. Once you have those questions answered and you have the support of your organization’s executives, you are ready to start.
Now hold on Speed Racer, it’s not that easy. I promise you. You have multiple players in various positions and locations. There are many moving parts – IT connectivity, integration with other systems, and experience.
Your goal as the Project Leader or Sponsor is to make sure you have the right people who will not only support you but also be a “champion of change and the new technology” throughout the entire implementation and launch process. Let us take a look at six key steps you will need to ensure the success of your project. Keep in mind the steps below are very high level and will need to be explored in depth depending on the size of your organization. Always remember to keep the result in mind as well as who you are doing this for and why.
To keep it easy, let us say that your company is a medium-sized logistics organization implementing a new Applicant Tracking System (ATS).
Step1: Determine your “champions of change” for the new system. The key to your success hinges upon this.l. Why? You can have your Executive Team support and the Board’s support, but in the end, they are not the people using the new system on an everyday basis like your Operational and Corporate Hiring Managers. Corporate Hiring Managers would be those who generally have openings like Accounting, Finance, IT, Procurement, etc. On the operations side, find General Managers, Directors of Operations, Transportation Directors who will assist you in converting the “naysayers” (more to come on this). In my experience, Office Managers were heavily involved in the process so I would include them as well.
Step 2: Determine the Primary and Secondary Project Players. You have listed out your “Change Champions,” now it is time to come up with the team that will take the new technology for implementation. Your project team should fall into two groups – Primary players who are accountable for a specific aspect of the application. Secondary players are those people who help more behind the scenes.
Your primary users would be: Top recruiters who understand the process, are creative, and who are change champions, at least one hiring manager from each facility, IT Project Manager, and your IT Implementation Manager. These are the players you will be relying on the most to ensure the success of your ATS implementation. Each will play a vital role, and as the project manager, you will need to hold them accountable for deadlines.
Secondary Project Players are generally going to be other recruiters, Operational and Corporate hiring managers who are champions, but their role will be more on the testing side as different portals are complete in production (before going live). Consider them as an extension of your Quality Assurance Team. Other secondary team members could be someone from marketing, creative and your copyright team is. Their responsibility would be working on the assets and copy for your career website and internal as well as external portals.
Secondary projects members need to be ready to move up to a primary spot especially when what they are working on are front and center depending on where you are in your project plan.
Step 3: Communicate progress to all stakeholders once implementation begins. Possible communications could be through Town Hall events, e-blasts, weekly or monthly meetings. Knowing something creates comfort whether the news is good or bad. The more you communicate with your key stakeholders about where you are in the implementation process, the quicker you build trust. Building rapport will reduce the amount of “naysayers” when it comes time to go live.
Step 4: Conduct user testing with specific stakeholders throughout the implementation including hiring managers and those candidates who recently joined the company. You may ask why we should consider them? Well, new hires understand the current candidate experience. They will not only be open and upfront about how different the apply process is, but also make suggestions that you didn’t think about. the
Step 5: Develop training with the end user’s involvement. Recruiting and Learning teams tend to use their jargon. Not a good idea. Get your champions involved in the storyboarding and let your Learning & Development group make it pretty. Speak in your stakeholder's language that they are accustomed to hearing that will reduce the amount of confusion. Hold multiple training opportunities at least twice a day to accommodate employees in a different time zone. Be sure to record your sessions and then post the best session on your internal resource page. You may also want to deliver training to champion’s first, so they can be your advocate when the resisters begin pushing back.
Using these five steps will help get you started as you build out your implementation plan. How you and your team implement a new system are so important. Implementations always have high visibility at all levels. Having a detailed project plan will guarantee your success.
Let me know if you would add anything to this list. Contact me if you would like a copy of implementation plans I have used in the past.
About Michael Goldberg: Michael is an experienced Talent Acquisition Leader with 15 years of recruiting experience in Operations, Logistics, Distribution, Non-profit, Sales, and Event Management. His organization, The Recruiting Concierge, provides executive search and talent acquisition advisory services to organizations. He has led useful implementations on multiple CRM, ATS and Video Interviewing platforms with several $1B companies. Visit his website to learn more about his success turning underperforming recruiting departments to highly functioning recruiting teams.
I cannot begin to tell you how upset I am about job board companies. I had a conversation with one of our job board vendors (ends in ER but can't say who) today where the salesperson just didn’t listen and wanted to charge me more money for brand wraps that have not changed in the last year. Furthermore this is the 5th account rep with that one company I have been given in the last 5 years. I AM DONE! I am at a turning point and need to make a tough decision about whether or not to keep them.
The issue....it is all about the money to them. They say they care about driving candidates to your site, but I can use many a free resources versus paying serious money that yields poor ROI and a Source Ranking of 9th.
Our company has been very dependent on job boards for the last 10 years and we have spent a large chunk of money with below average results. As we enter our new fiscal year in July, I have cut my job board spend with one vendor in particular by 65%. My boss challenged me when I said I was cutting my job board spend. “Be careful,” she said, “If you don’t have the candidates then our service levels go down. “It is a source of candidate flow.” My reply, “It is a source of candidate flow, but the candidate quality is poor. We have many other options and we will not let the quality or service levels drop because we are cutting back on the number of postings purchased”.
Too many companies still depend on job boards to bring candidates in through post and pray methodology. Why? Recruiting organizations can lean on the excuse that they have not presented candidates because not enough have applied and the ones who have applied are not qualified. Surprised? I am not. I have seen the trend downward the last 5 years.
Bottom line...Recruiters are addicted to Job Boards as a source for candidates.
I am excited because I get to take that spend and push towards building Talent Networks, a CRM tool, training and development for my recruiters around sharpening their sourcing skills. Am I nervous? Yes, but in a positive way as I take a chance to rely on the creation of microsites, Indeed.com, SimplyHired instead of using job boards to drive candidate flow.
Bad news job boards, I plan to cut another 20% by next fiscal year taking that money to invest in social, mobile and candidate engagement. I am no longer addicted to the fix of candidate quantity. Our focus is quality and my team knows how to find A-Level candidates.
Are you ready to cut back your job board spend? You should be because your ROI on post and pray is very poor and your leaders are concerned because you are wasting the company’s money.
Let me know if you have cut back and how your company did!!
Michael Goldberg, the Recruiting Concierge, has 15 years of recruiting leadership and difference-making with $1B organizations across the United States. Reach out to Michael should your team need help in finding more economic ways to attract talent.
With the workplace continually evolving, companies should think about hiring for cultural fit as much as or even more than technical skills. Recruiting qualified candidates with the technical skills needed for a specific job is usually the easy part. The hiring managers know the skills and can tell through a compelling interview if they have the technical part of the situation. However, determining how a candidate will fit into the organization’s culture is more challenging. The fit will be missing if a candidate’s values differ from those of the company. Let’s take a look at an example.
A couple of my client's values are enthusiasm and performance excellence. Recruiting incorporates behavioral and attitudinal questions based on our values of enthusiasm and performance. This not only allows us to capture the candidate’s personality but also places emphasis on determining if our cultural values match the candidate’s values. For example, we ask, “Describe what motivates you to do your best every day?” Recruiters listen for answers around “the challenges of my job,” “my boss appreciating our work” or “my coworkers and team.” This gives us a better understanding of what the candidate is looking for in their next career opportunity, and what the organization can offer to that candidate then we have a great potential match. Would you hire someone that answered the question: “waking up,” “gotta eat” or “money?” Yes, we have heard those answers before.
Recruiting also partners with our hiring managers discussing the value of hiring for culture. Each branch and each department has its’ own unique culture, but as mentioned above we share common values, vision, and purpose. The key is determining how the new employee would blend with the current team and match the company’s overall culture. Therefore, our team provides our hiring managers with questions based on our values, and we ask that they develop potential answers to ensure the candidates will fit into the branch/department’s culture.
On the flip side, candidates are beginning to ask a lot of detailed questions about our culture. Your careers site should include a section around company culture including quotes and pictures about employees or videos. Hiring managers should be prepared for questions about the organization’s culture. Job seekers want to find a great place to work just as much as the company wants to ensure they hire the right fit. It is up to the organization’s management to talk about it.
Recruiting teams and hiring managers are challenged now more than ever to incorporate cultural fit into potential new hires. If the cultural match isn’t there, employees will just come to work and go through the motions. The employee will feel they are not valued as an employee, nor will they get involved with company activities that make the workplace a fun place to come to daily. Unfortunately, they will end up leaving within six months to a year.
A few other things to consider when recruiting for a cultural fit are, knowing your company and what it stands for, and incorporating those types of questions while interviewing a candidate. Determine which skills are needed and which skills are trainable. Always welcome internal referrals, because who better to know the culture than a current employee?
Remember, hiring someone with the technical skills may help fill a gap for a short-term period, but hiring someone that is a cultural fit will result in long-term success. Cultural knowledge is crucial for a business to survive, and to thrive, within today’s business environment.
Michael Goldberg, the Recruiting Concierge, leads his executive search and talent acquisition advisory services in Dallas. With over 15 years of experience, contact Michael to see how he can help your organization.
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