11 Oct RTT – Creating a team of recruiters who are considered real advisors and knowledgeable about the internal and external talent market
These are the thoughts and Takeaways from the last Direct Resourcing Think Tank, the UK’s largest face to face networking group for senior strategic focused recruitment professionals. For further information and insight please contact Jeremy at Oasis HR – 0207 11 88 444 email@example.com
Always a hot topic of conversation this Direct Resourcing Think Tank lived up to its billing and was a thought provoking and lively conversation. Covering a wide range of issues from building a business case to Recruitment effectively engaging the HR Business Partners the four hours flew by. The discussions lead to these key leanings:
Do your recruiters understand the businesses objectives?
If a recruiter can have a business focused conversation with a line manager, understand their business area or department, objectives and pressures this will build credibility and begin to transform recruiters into partners.
A small amount of knowledge can be a dangerous thing
By giving your team some basic’ jargon’ training they will soon be having a very different conversation with the line managers. Train them by getting them to spend time in the business, observing what the departments actually do to gain a better understanding of the business. Not wanting to stereotype your IT Manager but if your recruiters know the latest buzz words and drop them into a conversation early it will soon become much more of a two way conversation. Also don’t let them be afraid of pushing back and asking the hiring manager to explain things in detail.
They can’t do it with out you, it’s a team game
The cool thing about recruitment is we bring the number one asset into a business; its people. It’s our job to enable the business to achieve its objectives through securing great talent. One quick way to build credibility is to map one of your competitors, a relatively cheap exercise an independent research company can do for you. By getting your recruiters to show this level of data to hiring managers it will soon lead to more in-depth discussions and buy-in.
Knowledge is power
Recruiters are in a unique position to ferret around within your competitors business, talking to their top talent. Find a way to begin to record and feed this intelligence back into the business. Regular flash reports from your team out in the business will soon start to catch their attention. If for example one of our competitors is building a new technical team that could be really valuable data to your CTO. Start feeding him these style tip bits and its amazing how he will start to invest his time back.
If you show me yours, I’ll show you mine
A partnership needs mutual respect. By getting your recruiters to partake in interviews with line managers it will give them the chance to demonstrate their worth. This can be taken one step further by getting them to deliver some workshops and training on interview skills.
Step away from your desk
You need to put aside some dedicated time to train and develop your team and teach them the skills they need to begin to build these partnerships. In a world where most recruitment functions are run so lean this is often overlooked. Another approach is to desk swap your team out into the business for a month, its amazing not only what they will learn but also on the flip side the perception of recruitment the person from the other department will get of recruitment. Word will soon spread that recruitment is the most exciting place to sit.
There are not enough hours in the day
Recruiters must be given the right levels of work on enabling them to work as real business partners and not just order takers. Give them some time to research the external markets and build their market intelligence. Also consider stripping out the administration from your front line recruiters, its amazing how much better they can spend their time rather than chasing line managers for interview availability. The function as a whole will soon be regarded as specialists once the business realises they don’t get involved in the admin and won’t do theirs.
Connoisseurs of Talent
Look to create connoisseurs of talent throughout the business. Identify line managers who are good at identifying and developing talent. Ones who take an interest and want to get involved. Then really empower and train them on how to interview through to giving feedback to help achieve the best candidate experience and attract the best talent. Work with them to look at their top performers and help them to understand what motivates and drives them so they can spot it externally. Then once built use this “army” to support your function and create positive press.
There is no them and us
No matter what HR structure your business has in place everyone needs to support each other. All too often the barriers recruitment experience from the business is present in HR, with each niche area sticking together. You need to work just as hard within HR to build credibility as you do across the rest of the business. If you’re in an organisation that has HR Business Partners use them. Ask yourself if they are really supporting and helping your function. Also start to ask them to forecast the hiring needs of their business over the next quarter. Change it from a reactive to proactive service….
Step over to the other side
Get recruitment to take responsibility for a candidates first 12 weeks in the business. If a line manager is making promises during the interview process that don’t materialise, which causes the candidate to leave its resourcing who foot the bill and often get the blame. By staying in contact with the candidates and engaging through drinks evenings and other events your team will learn a lot and show the business you really care, a great foundation to build the partnering trust on.
At the end of the Direct Resourcing Think Tank we wrapped things up by asking everyone from their key takeaways. This is what we got just in case I’ve missed anything:
- Keep updated on the business objectives throughout the year as a collaborative business leader.
- Resourcing enablers- give them the ‘tool kits’ needed to empower the business.
- Be aware of the business objectives and align the resourcing strategy to it. Partner with HR.
- Keep the flame ignited, you can keep recruiters incentivised without direct commission style financial rewards.
- Make recruiter’s real business partners – Run training for line mangers on interviewing and partner the process.
- Challenge own perception, look at incentives-adopt a pointing system, resource manage-ensure a good candidate experience. Allocate 2 days a month for recruiters to research.
- All resourcing functions experience similar problems. Close candidates, hold update meetings with employees.
- Change mindset and capability-evolve knowledge, understand the business and what it does to be more consultative.
- Validation of the structure of the function, look at business partners and recruiters. Answered some questions.
- Competitor information, flash report for recruiters. Be much better with management information. Hold a mirror to the business.
- Interesting concept gained from another business “recruitment ambassadors”.
- Comforting to know no one has got all the answers or the tools. Is about the right thing at the right time and applying.