Partners in Process. Recruiters and Hiring Managers Align for Improved Talent Acquisition Performance

Transcription

1 Partners in Process Recruiters and Hiring Managers Align for Improved Talent Acquisition Performance May 28, 2015

2 Today s Agenda & Presenters Why recruiters should partner with hiring managers for candidate search How the recruitment process can benefit from a collaborative approach What recruiters can do to start partnering more effectively with hiring managers Join the conversation on Robin Erickson, PhD Vice President Talent Acquisition Research Bersin by Deloitte Deloitte Consulting LLP Denise Moulton Senior Research Analyst Talent Acquisition Research Bersin by Deloitte Deloitte Consulting LLP 1 Partners in Process

3 Many Talent Acquisition (TA) leaders believe their recruiters are perceived with high regard by hiring managers and company leadership However, recruiters and hiring managers have different views of their actual performance Recruiters give themselves an average performance grade of B Hiring managers giving recruiters an average performance grade of C+ Everyone agrees there is room for improvement Source: Can This Relationship Be Saved? Human Resource Executive Online / Andrew R. McIlvaine, June ,

4 Let s hear from you What is the perception of recruiters in your organization? A players. They are valued and well-respected by the business. Solid B s. They do a good job, but could improve in some areas. C performers. They make a lot of noise, but deliver little impact. Recruiters in our organization need a complete makeover. 3 Partners in Process

5 Why Recruiters Should Partner with Hiring Managers for Candidate Search

6 Enables Top Talent Acquisition Performance Relationships with Hiring Managers Of the 16 TA performance drivers, recruiter relationships with hiring managers ranks #1 4x More influential than other talent acquisition performance drivers 97 % of mature TA functions report strong relationships with hiring managers Source: High-Impact Talent Acquisition, Key Findings and Maturity Model, Bersin by Deloitte, Partners in Process

7 Improves the Likelihood of Candidate Fit Starting to Solve the Sourcing Puzzle Recruiters should become trusted advisors who interact regularly with hiring managers By understanding the complexities of the business, recruiters can source higher quality candidates Recruiters use their knowledge of the business to better articulate role requirements to candidates Knowing about the hiring managers teams and daily work helps recruiters better determine cultural fit Consultative Partnership Stronger Cultural Fit Business Acumen Better Articulation Source: Partnering with Hiring Managers: Improving Talent Acquisition Performance through Stronger Relationships, Bersin by Deloitte, Partners in Process

8 Increases Awareness of the Complexity of TA Common Misconceptions My recruiter does not understand a thing about my business! My recruiter should know what I need in a candidate that s his/her job! Why do we even need my recruiter? I m the one reading all these resumes and determining who should come in for interviews. What s it going to take to get a status update from my recruiter? My hiring manager doesn t really understand what I do all day! My hiring manager can t articulate what he/she really wants! My hiring manager never responds to my s, then complains that he/she never hears from me! My hiring manager isn t open for a conversation about candidates he/she just wants to see resumes! Source: Partnering with Hiring Managers: Improving Talent Acquisition Performance through Stronger Relationships, Bersin by Deloitte, Partners in Process

9 Lesson from the front line: Recruiters should educate hiring managers about the recruiting process and point out some of the not-so-obvious areas they focus on in their day-to-day interactions with candidates (including communicating the organization s employment brand, developing candidate pools, sourcing via social media, and differentiating their recruiting approaches)

10 Let s hear from you Do recruiters in your organization partner with hiring managers for candidate search? Yes, they partner with them from the very beginning of the process. Sometimes, it depends on their requisition load. Not very often. Wait what? 9 Partners in Process

11 How the Recruitment Process Can Benefit from a Collaborative Approach

12 Assess Current Maturity Recruiter Relationships with Hiring Managers Low High Source: High-Impact Talent Acquisition, Key Findings and Maturity Model, Bersin by Deloitte, Partners in Process

13 Define Candidate Requirements Helping Hiring Managers Understand the Talent Market HIRING MANAGERS High, often unrealistic expectations Can t separate what they WANT vs. NEED Not always aware of talent market trends RECRUITERS More realistic view of what is doable Understands critical competencies needed for success Talent market expert 12 Partners in Process

14 Increase Access to Candidates Candidates can find positions located anywhere in the world 83% recruiters believe the marketplace is candidate driven Source: Partnering with Hiring Managers: Improving Talent Acquisition Performance through Stronger Relationships, Bersin by Deloitte, 2015 Source: Recruiter Sentiment Study, nd Half, MRI Network, n.d.,

15 Lesson from the front line: When discussing candidate requirements with hiring managers, ask them to identify the must haves, nice to haves and can live with outs and be sure to determine if they are willing to look at less qualified candidates with great potential.

16 Coordinate Resources and Stakeholders Everyone is a Recruiter Senior Leadership Potential Peers Other Business Units Administrative Coordinators Participate in meet and greets with candidates Help close high-caliber talent Participate in interviews Provide feedback on candidates Engage with candidates pre-offer Provide sourcing support through their networks Participate in onsite interviews Provide feedback on candidates Schedule interviews Coordinate onsite meetings Provide expense processing for candidate travel Source: Partnering with Hiring Managers: Improving Talent Acquisition Performance through Stronger Relationships, Bersin by Deloitte, Partners in Process

17 Case in Point: Corning Incorporated Built Online End-to-End Solution for Global Hiring Mangers Welcome Behavioral Interview Guide How to Conduct an Interview Debrief/Decision Analysis Toolkits Candidate Care Source: Partnering with Hiring Managers: Improving Talent Acquisition Performance through Stronger Relationships, Bersin by Deloitte, Partners in Process

18 What Recruiters Can Do to Start Engaging More Effectively with Hiring Managers

19 Conduct Recruiting Strategy Kick-off Meetings Creating a mutually agreed-on plan for sourcing open positions Before the Meeting During the Meeting Going Forward Determine organizational readiness Communicate intent and potential benefits Clarify roles and open position requirements Establish recruiting strategy Set realistic expectations Continue to align expectations Amend strategy if needed Collaborate frequently Source: How to Conduct a Recruiting Strategy Kick-off Meeting, Bersin by Deloitte, Partners in Process

20 Lay the Groundwork Sample Intake Form 1 Establish ground rules for the candidate search 2 Agree on initial recruiting strategy 3 Discuss the potential candidates from network Source: Partnering with Hiring Managers: Improving Talent Acquisition Performance through Stronger Relationships, Bersin by Deloitte, Partners in Process

21 Lesson from the front line: Recruiters can impress hiring managers by presenting a strong sampling of candidates for review during the recruiting strategy kick-off meeting!

22 Align Expectations with Service-Level Agreements Defining Roles & Responsibilities for Hiring Managers & Recruiters Source: Establishing Accountability and Trust between Recruiters and Hiring Managers: Creating In-house Service Level Agreements, Bersin by Deloitte, Partners in Process

23 Let s hear from you Does your organization conduct recruiting strategy kick-off meetings and/or utilize service level agreements? Yes both are part of our current process. We conduct kick-off meetings only. We use service-level agreements only. No, but we should start ASAP! 22 Partners in Process

24 NEW Playbook Publishing in July Improve Recruiter and Hiring Manager Relationships Reports Partnering with Hiring Managers: How Recruiters Can Improve Talent Acquisition Performance Establishing Accountability and Trust between Recruiters and Hiring Managers: Creating In-House Service-Level Agreements How to Conduct a Recruiting Strategy Kick-off Meeting Performance Support Materials Talent Acquisition Maturity Assessment: Hiring Manager Relationships Recruiter Communication Templates Hiring Manager Satisfaction Survey Position Intake Form Case Study: Illumina Service Level Agreement Template 23 Partners in Process

25 Key Takeaways To become more effective, recruiters should understand the business and develop consultative partnerships with hiring managers Given the number of stakeholders in the TA ecosystem, organizations should take an all-hands approach to recruiting Building effective relationships with hiring managers is the most influential driver of TA performance four times more influential than other TA performance drivers Helping hiring managers understand the talent market and the availability of critical skills in certain areas are essential practices for recruiters. Conducting a Recruiting Strategy Kick- Off Meeting allows the development of mutually agreed-on plan for sourcing open positions Deploying in-house SLAs in talent acquisition can result in more effective recruiting overall, including improvements to process, timing, measurement, and reporting 24 Partners in Process

26 Questions? Robin Erickson, PhD Vice President, Talent Acquisition Research Deloitte Consulting LLP 111 S. Wacker Chicago, IL Office: (312) Denise Moulton Senior Research Analyst Deloitte Consulting LLP 200 Berkeley Street Boston, MA Office: (617) Partners in Process

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