June 22nd, 2016
Sometimes recruiting can be pretty straight forward. You have an open job, you post it online, and a significant pool of talented individuals apply for the job, eagerly expressing their interest. You interview, negotiate offers and fill the position. But often, when the job opening requires unique talent, passive talent will be the target. Active candidates don’t fulfill the requirements and you need to reach the candidates that aren’t searching for jobs, haven’t expressed any interest in your requisition, and are generally happy with their current role.
Recruiting these passive candidates requires a strategic approach to generate interest. Passive candidates usually don’t have a resume online, and certainly aren’t regularly applying to jobs. Identifying and recruiting passive candidates should be focused on marketing the opportunity to each individual. Think about why his or her background translates well into the role, and tailor your message appropriately.
The goal is to engage and build relationships with pools of highly skilled candidates. It’s important to position yourself as an expert in the industry market and develop your network. Again, marketing or selling the job and company is crucial. Put yourself in their shoes. What’s it like to receive an unexpected message, call, or an invitation to connect on social media? Are you making that unexpected conversation worth their while? Remember, in the passive candidate market, the recruiter needs the candidate, not the other way around.
Need help catching the attention of passive talent?
June 15th, 2016
In five years, a majority of workers will be Millennials. Boomers are retiring or being replaced at a rapid pace of 10-13,000 per day! Everyone talks about how Millennials are going to change work for the rest of us. They have. But the change started long before they came on the scene in large numbers. The only point that matters is that many of us want to work differently. And have been working on it since Millennials were born.
Smart businesses have realized that most of us don’t work for a paycheck. We work for a purpose. Which is why so many of us care about working some place that has a mission!
They say Millennials only care about their growth and new skills. Haven’t we all grown tired of video games and smoothies at work? Food and tchotchkes barely, if ever, really mattered that much compared to how much I liked my job. But, chances to have new experiences? Lead new projects. Learn new technologies. That is what real talent has always wanted.
Nobody can lead like a 5 star general anymore. Command and Control is dead. Communication and ideas must flow freely. And decision making is distributed and pushed out to the front lines, putting decision makers much closer to the customer. This is not new, this is 20 years in the making kind of stuff. Millennials (and the rest of us) want leaders that can coach too and value our whole selves. So please, stop writing and talking about Millennials in the workplace. We get it, there’s a lot of them.
June 8th, 2016
As we discussed last week in What is the Job of a Talent Sourcer?, the world of talent acquisition continues to evolve and with it, so do the roles of recruiting professionals. While the titles themselves don’t really matter, it’s important to clearly define roles within your internal recruiting department. Who does what? When & how often? How do you communicate and coordinate as a team? When building a talent acquisition team, clear allocations of roles & responsibilities is crucial.
But back to the many job titles of a recruitment professional — to prove to you just how many options there are we brainstormed as many names as we could, not including level and geography denotations like “junior” or “regional.” You can also add many more dimensions by adding specific functional recruiting like “technical/IT” or “marketing” and industries like “life sciences” or “healthcare” to define the types of roles and sectors the recruiting professional works with. We excluded words & phrases like “contract” “part time” or “remote”, which do play large part in talent strategy but add too many possibilities to the list. Finally, you can also get pay homage to your culture with creative adjectives like “Off-centered Recruiter” or “Rockstar Recruiter” so we left those out too.
By the end of it, we came up with 154 titles for talent acquisition professionals. Are we missing any? As social media and drip marketing evolves, we are on the look out for new roles & titles that specialize in new sourcing channels in candidate communications/engagement. Comment below if you have a title to add!
- Campus Recruiter
- Campus Recruitment Manager
- Candidate Attraction Specialist
- Candidate Attraction Specialist
- Chief People Officer
- Chief Talent Officer
- College Recruiter
- Contingent Workforce Manager
- Contract Recruiter
- Corporate Recruiter
- Corporate Recruitment Lead
- Deputy Head of Recruitment
- Direct Recruiter
- Direct Recruitment Specialist
- Director – Executive Recruitment
- Director – Strategic Resourcing
- Executive Recruiter
- Executive Recruiting Leader
- Executive Recruitment Manager
- Executive Search Lead
- Executive Talent Acquisition
- Executive Talent Sourcing Manager
- Experienced Hire Recruiter
- Experienced Hire Recruitment Manager
- External Candidate Developer
- Global Graduate Resourcing Manager
- Global Program Manager – Employer Branding
- Global Talent Selection Manager
- Graduate Recruiter
- Graduate Recruitment Advisor
- Graduate Recruitment Manager
- Head of Campus Recruitment
- Head of Client Services (RPO)
- Head of Graduate Recruitment
- Head of Graduates, Apprentices, & Resourcing
- Head of In-house Executive Search
- Head of Projects – Talent Acquisition
- Head of Recruitment
- Head of Recruitment Operations
- Head of Recruitment Projects
- Head of Recruitment Strategy
- Head of Resourcing
- Head of RPO Projects
- Head of Senior Hires Recruitment
- Head of Student Recruitment
- Head of Talent Acquisition
- HR Manager – Recruitment
- HR Manager – Resourcing
- HR Staffing Specialist
- Hybrid Recruiter
- In-house Recruiter
- Inhouse Recruitment Consultant
- Internal Recruiter
- Internal Recruiter – Interns & Apprenticeships
- Internal Recruitment Manager
- Internal Talent Acquisition Manager
- Internet Recruiter
- Lateral Recruiter
- Lateral Recruitment Manager
- Lead Recruiter
- Lead Sourcing Consultant
- Lead Talent Scout
- Leadership Recruiter
- Manager – Executive Search
- Manager – Talent Systems & Resourcing
- MBA Recruiter
- MBA Recruitment Manager
- Onsite Account Director/RPO Account Director
- Onsite Account Manager/RPO Account Manager
- People Manager
- Principal Delivery Consultant
- Principal Recruitment Specialist
- Recruiter / Sourcer
- Recruiting Coordinator
- Recruiting Researcher
- Recruitment & Engagement Manager
- Recruitment Account Manager
- Recruitment Advisor
- Recruitment Business Partner
- Recruitment Consultant
- Recruitment Director
- Recruitment Executive
- Recruitment Lead
- Recruitment Manager
- Recruitment Marketing Manager
- Recruitment Officer
- Recruitment Operations Manager
- Recruitment Partner
- Recruitment Program Manager
- Recruitment Representative
- Recruitment Specialist
- Recruitment Strategy & Planning Manager
- Recruitment Team Lead
- Recruitment Team Leader
- Resource Consultant
- Resource Partner
- Resourcing & Recruitment Manager
- Resourcing Advisor
- Resourcing Associate
- Resourcing Business Partner
- Resourcing Director
- Resourcing Lead
- Resourcing Manager
- Resourcing Partner
- Resourcing Program Lead
- Resourcing Relationship Manager
- Resourcing Specialist
- RPO Lead
- Senior Recruiter
- Service Delivery Manager
- Sourcing Advisor
- Sourcing Director
- Sourcing Manager
- Sourcing Specialist
- Sourcing Team Leader
- Staffing Channels Intelligence Researcher
- Staffing Consultant
- Staffing Manager
- Staffing Specialist
- Strategic Recruitment Lead
- Strategic Sourcing Recruiter
- Supplier Relationship Manager
- Talent Acquisition Administrator
- Talent Acquisition Advisor
- Talent Acquisition Associate
- Talent Acquisition Business Partner
- Talent Acquisition Consultant
- Talent Acquisition Coordinator
- Talent Acquisition Director
- Talent Acquisition Lead
- Talent Acquisition Leader
- Talent Acquisition Manager
- Talent Acquisition Operations Manager
- Talent Acquisition Partner/Business Partner – Talent Acquisition
- Talent Acquisition Program Manager
- Talent Acquisition Recruiter
- Talent Attraction Consultant
- Talent Attraction Specialist
- Talent Consultant – Executive Search
- Talent Data & Research Specialist
- Talent Engagement Advisor
- Talent Identification Manager
- Talent Magnet
- Talent Partner
- Talent Recruiter
- Talent Scout
- Talent Search Manager
- Talent Sourcer
- Talent Sourcing Lead
- Talent Sourcing Lead
- Talent Sourcing Manager
- Talent Sourcing Partner
- Talent Sourcing Specialst
- Talent Specialist
- University Relations Recruiter
- University Staffing Consultant
- Vendor Management Specialist -Talent Acquisition
- Vendor Manager – Recruitment
Need help structuring your talent acquisition department?
June 1st, 2016
As Talent Acquisition evolves, so do the roles involved in the process. One of the first challenges when deciding to hire new talent, is identifying the talent itself. Usually, the team member who tackles this challenge is the Talent Sourcer, also referred to as a Sourcing Specialist, Sourcer, Internet Recruiter, Recruiting Researcher, Candidate Attraction Specialist or Talent Scout. What does the Talent Sourcer do on a daily basis?
In it’s most standard definition, a Sourcer’s function in Talent Acquisition is the proactive identification of candidates that match a desired skill set for a current or future job opening. Yet, it is certainly more involved and detailed than such a general definition. While a Recruiter often handles the back end of Talent Acquisition, the Sourcer will handle the primary responsibilities of the process.
A Talent Sourcer is responsible for creating the Sourcing Strategy, which sets the entire process up for success. With strategy in hand, Sourcers proactively identify and engage with skilled workers to fill a current or future need, often gauging and generating interest in the opportunity. Depending on the strategy, reaching out to possible candidates via social media, email, and/or phone calls is also included in the Sourcer’s daily tasks.
While a quick phone screen may included, a Talent Sourcer usually stops short of interviewing and dispositioning, as well as on-boarding and negotiating offers. Sourcers and Recruiters work hand-in-hand, but tend to have defined roles during the recruitment process. Without defined roles and responsibilities, Talent Acquisition can quickly become scattered, and ultimately lack the efficiency that drives a great candidate experience.
Need to define the roles on your talent acquisition team?
May 25th, 2016
What is the purpose of a recruitment strategy? What is the point of any strategy? A strategy defines the big and important questions. Who, what, when, and why. Who is doing what by when? And why are they doing it? Your recruiting strategy hopefully creates an efficient use of company resources to provide the best talent your business needs to get the job done. Your strategy may even create a productive advantage in your marketplace!
So what’s the purpose? A recruitment strategy creates proactivity and clarity of purpose in your process of attracting and selecting talent for your business and aligns talent acquisition goals to the business goals.
A recruitment strategy starts with clearly understanding your company’s values in order to best define and understand the employee behaviors you want to attract. A recruitment strategy also clearly articulates a company’s purpose or vision for the future. A well executed recruitment strategy will also align employees to the specific behaviors that are encouraged in the company.
A recruitment strategy has the distinct purpose of deciding how talent will be identified and attracted to the business, how the employer brand will be marketed to talent and ultimately how candidates will be evaluated for employment.
Attracting talent relies on your recruiting brand. How will you position and describe your company and its brand in an authentic way? Where will you promote your company? This is where good job descriptions, score cards, job postings, recruitment technology, and recruitment partners come into play. Today, no one can be the best at their entire strategy.
Evaluation of talent is also a huge part of your recruitment strategy. Do you want your managers to talk with recruits about how they got into the business and oversell why you company is great? Or will you define the questions and role of your managers as you create hiring teams? Always define the team roles in evaluating talent. Set evaluation processes and standards to ensure talent is attracted and evaluated in a consistent way!
A recruitment strategy defines the following:
- A solution to meet a business challenge: for example, need to hire 1500 employees to open a new plant in New York, or need to hire 75 sales people to expand into new regional territories
- How you will find and attract talent
- Your hiring process and how you will evaluate talent
- How you will leverage the company business plan to highlight your employer brand promise. (Why us versus competitor!)
- Budget for recruitment
- Resource allocation – both internally and with partners who will help carry out strategy
Need help defining or have a gap in your recruiting strategy?
May 18th, 2016
There are many misconceptions about headhunters. As a job seeker, it can be frustrating if you expect a headhunter to do certain things and then they don’t. To help clear the air a little, here are 3 things that a headhunter won’t do for you.
- Read between the lines. If you’re not clear about your must haves or absolutely nots, headhunters won’t consider the things that are important to you in their communications with the employer. Don’t make assumptions that either the headhunter simply understands where you’re coming from or that they can decode your round-about way of communicating your priorities. Be clear with salary expectations, benefits, things you will do and aren’t interested in doing in a job, where you will travel and won’t, etc. That way the headhunter can find a good fit or negotiate terms. Oh, and if things change — make sure you let the headhunter know— I’ll reiterate that headhunters are not mind readers.
- Do all the work for you. Job seekers often assume that because a headhunter agrees to meet them, that they will find them a job. This is not the case. A headhunter’s job is to find the right candidate for their client, an employer who is paying for their recruitment services. In some cases, they may present you to other companies as well, but most often that is because they have other clients with similar needs. No headhunter will be able to find a job for every single person who contacts their recruiting firm. If a headhunter is presenting you to an employer for a job (that’s great!), make sure you’re tracking down other job leads as well.
- Tell you what you like to do or what you’re good at. It’s not a headhunter’s responsibility to tell you what career path to pursue, what types of things you like to do, or what you excel at doing. It may be tough, but if you’re struggling with what to do with your life — that’s up to you and only you to figure out. You can talk to friends and family to sort through pros and cons and receive guidance, our you can hire a career coach, but don’t lean on a headhunter. But when you do figure it all out, by all means, give a headhunter a call!
May 13th, 2016
Recruiting in the traditional sense includes at the very least some talent sourcing. Both sourcing and recruiting are often intertwined skills and responsibilities. But more recently, Talent Acquisition strategy is trending toward a more specialized approach, separating talent sourcing and recruiting roles. So what’s the difference between sourcing and recruiting, anyway?
Typically, recruiting includes reworking job descriptions, choosing candidates from a pipeline, leading the interview process, and managing offers and on-boarding. Specifically, recruiting does not often include the proactive identification of candidates outside of the talent pipeline. That pipeline is the product of excellent talent sourcing.
Successful talent sourcing requires a thoughtful and detailed strategy. Identifying, engaging, generating interest, and ultimately building a pipeline of candidates can either make or break the talent acquisition process. Therefore, sourcing talent has become a specialized skill set, requiring in-depth knowledge of techniques, tools, and channels that differ from the skill set and strengths of a recruiter.
Of course, Talent Acquisition thrives on the consistency and collaboration of both talent sourcing and recruiting. Consequently, there is a emphasis on information sharing and teamwork for either to be deemed successful. Don’t be afraid to think about your recruiting process critically — you just may identify a weakness that could be easily corrected.
May 4th, 2016
Often, managers keep C talent in roles too long. Here’s why networking can help.
First, it’s important to understand what today’s economy and labor market look like:
- There are a lot of job openings.
- Unemployment is low.
- 1 in 3 workers that is happy, however, they intend to change jobs.
Yes, we are now in a market where happy workers are moving around and ready for their next challenge!
In a candidate’s market, what do managers do about hiring for their team/department/division? I know what they do. Complain to Human Resources and to their boss that they are not seeing enough talent for their openings. I hear this everyday from customers. And we tell them the same thing every time. Failing managers count on others to find talent for their organizations. And then blame HR or Talent Acquisition teams.
This is why failing managers keep average or below average talent. In survey after survey, managers admit they keep sub par talent because they have no one else to do the job. Which is another way of saying that they don’t intend to do that job either. They are simply happy with the notion that someone is doing the work. But the failing employees are not happy! The employees are missing time, or making mistakes, and causing havoc with the rest of the team. Aren’t leaders responsible for budgets, productivity and results? Of course.
So why not network to go from being an average or failing leader to one who networks and fills their own jobs? This is what I call keeping your sofa full. (Check out chapter 7 in How to Hire A Players by Eric Herrenkohl.)
Failing (C players) managers blame others and do nothing.
Winning Leaders (A players) get out out to meet talent at trade shows, industry events, chamber meetings, or at civic and social clubs. Leaders get out to build their network. To meet people. To offer help and create value. But they are always working on building their bench and know who their next hire is going to be!
Which type of leader are you?
April 27th, 2016
A common definition: A pipeline of candidates also referred to as a ‘candidate pipeline’ or ‘talent pipeline‘ is a pool of candidates who are qualified to assume open positions when they are created or vacated through retirement, promotion, or someone leaving the company.
To clear up any misconceptions of what a candidate pipeline is, let’s discuss what a pipeline of candidates is not.
A pipeline of candidates is not…
- A Resume Database: Any company with an Applicant Tracking System or file of resumes collected over time technically has a ‘database of candidates.’ Likely those same candidates sent their resume to other companies, which means just having the resume isn’t worth much of anything. Has anyone qualified those candidates or built relationships with the people behind the resumes? Without at least a phone screen, a batch of resumes is no more helpful than a pile of blank paper.
- A Static, On-call List of Candidates: In the world of recruiting, you’re not buying a thing, you’re buying a person. People have wants and needs, and they often change and evolve. People are promoted, switch jobs, change paths, have different priorities, etc., etc. It’s important to stay in touch with candidates and move people on and off the list of qualified candidates. If you’re buying a pipeline of candidates, you should expect that a Recruitment Consultant is staying in touch with the humans on the list and updating the talent pipeline.
- An Exclusive Access Pass to Top Talent: No recruiter has ‘a list of people that no one has. LinkedIn is public and the world is small. Lists may be different but don’t expect that your money can buy something that the company down the street can’t.
Now that we’ve cleared that up, I hope you’ve also learned that developing a pipeline of candidates takes time and requires consistent relationship building. This is what makes a ‘list of names’ investing the time in or worth paying for. Instead of a pile of resumes, a talent pipeline is a list of qualified candidates that have each shared their background, skills, career goals and and interests with a Recruiter and those things line up with your company’s ideal candidate profile.
Building a talent pipeline is a shift from reactive recruiting to proactive recruiting, or recruiting in advance of your hiring needs. So instead of waiting until a position opens or is vacated, you work to fill future openings with talent that is a fit for your business. It means that when you have a new job open or an employee leaves, you can tap your talent pipeline to fill your jobs faster. That’s how a talent pipeline improves your recruiting process.
April 20th, 2016
Solving recruitment and talent acquisition problems can be, to say the least, challenging — particularly in the healthcare industry, where there’s such a shortage of talent. But what is keeping healthcare recruiting teams from solving talent problems? According to CareerBuilder’s Pulse of Health Care Survey, 45% of health care employers cited a lack of time as the greatest factor preventing them from solving challenges in their recruitment process.
Here are a few simple strategies that aren’t time consuming to improve your recruitment process:
Job Description: Overhauling a job description or summary can make a great difference in attracting talent to your open roles. Most descriptions are very similar and therefore looked over. It’s important to create excitement in the simplest form of marketing for your job; the description.
Application process: Think simple. Does everyone involved in your process need to be involved? Could your team shorten the initial phone screen? According to OfficeVibe, 60% of candidates have quit an application process because it took too long.
Get help: Often, identifying the right talent is the biggest pain point of the recruitment process. Without talent, there is no recruiting or talent acquisition. Outsourcing your sourcing and talent pipelining to experts could grant you the extra time to focus on solving other problems in the process.
Address your recruiting challenges today.