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How To Excel and Survive As a Strategic HR Recruiter: In Today's Demanding Business Environment
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How To Excel and Survive As a Strategic HR Recruiter: In Today's Demanding Business Environment
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How to Excel and Survive as a Strategic HR Recruiter: In Today’s Demanding Business Environment
1.What are the differences between loyal hiring managers and satisfied hiring managers?
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How To Excel and Survive As a Strategic HR Recruiter: In Today's Demanding Business Environment
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How To Excel and Survive As a Strategic HR Recruiter: In Today's Demanding Business Environment
posted at 9/12/2005 4:27 PM EDT
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Posts: 66
First: 2/12/2004 Last: 12/23/2008 |
How to Excel and Survive as a Strategic HR Recruiter: In Today’s Demanding Business Environment
1.What are the differences between loyal hiring managers and satisfied hiring managers? 2.Are the differences important to HR recruiters? 3.What do hiring managers expect from HR recruitment organizations? 4.Are HR recruitment organizations and individual recruiters meeting the most important expectations of their hiring managers? Faced with demanding hiring managers and aggressive applicants, HR recruiters around the world confront the following question very day: “What can we do to gain the respect of hiring managers and improve my ability to recruit the best talent in a fiercely competitive labor market?" Leading HR executives say that long-term relationships with hiring managers and candidates are critical to the success of their HR recruitment organizations. In fact, nearly every one of the hundreds of HR recruiting organizations that I have researched during the past several years has emphasized the importance of building relationships with hiring managers. Partners Defined: Two or more people or organizations working together toward a mutually beneficial common goal with loyalty and a long-term commitment to each other’s success. Why is partnership with hiring managers so important? First, because hiring managers as partners are an excellent source of candidate referrals. More importantly though, long-term, mutually beneficial relationships with hiring managers are more cost effective for most HR recruiting organizations because of the costs associated with recruiting quality talent. My experience working with numerous Fortune 100 strategic HR recruitment organizations over the past years also confirms the importance of long-term relationships with hiring managers. I noticed that my HR recruitment team’s performance metrics were much better when strong relationships with hiring managers existed, compared to my predecessor’s performance metrics. In fact, it took one of my predecessor’s an average of 93 days to fill open positions with a hiring manager, in contrast it took my HR recruitment team only 20 days to fill an open position, with the same hiring managers. This finding is even more important in light of the continually increasing cost of recruiting and the impact that an open position has on revenue generated per employee. My experience also concluded that quality of hire and retention was significantly improved at an alarming rate. Long-term relationships with hiring managers generally may be more profitable for the company, but it can’t be taken for granted by the HR recruitment function. To have a true partnership with hiring managers, the relationship has to be mutual. Often hiring managers use the word partnership, but the relationship only benefits them, leaving the HR recruitment function and recruiters to make all of the concessions and take on all the risk. Add to this ever-increasing challenge the concept of talent acquisition competitive advantage. Not only are HR recruiting functions charged with cutting recruiting costs, at the same time they are expected to recruit quality talent in the face of a changing labor market. The challenge that HR recruitment functions face every day is how to make trade-offs between reducing costs and achieving talent acquisition goals – how to invest in developing long-term hiring manager partnerships while achieving recruiting targets for helping the organization grow and sustain profitability. A Misinterpret Notion: Achieving partnerships through hiring manager loyalty is a job that’s never done. Because hiring managers are continually changing, the factors on which they evaluate HR recruitment functions are changing also. And the bar is continually being raised; their expectations are continually going up. Today’s HR recruitment organization’s added value is tomorrow’s expected value. A satisfied hiring manager utilizes the HR recruitment function, but will easily vote to use outsourcing recruitment firms in the future. That’s one reason the HR recruitment function is still striving for hiring manager loyalty after years of focusing on hiring manager satisfaction, enhancing quality of hire, streamlining recruiting processes, and getting closer to hiring managers. Loyal Hiring Manager: A hiring manager who chooses to do business with a particular HR recruiter and commits to use their recruiting solutions now and in the future. Satisfied Hiring Manager Defined: A hiring manager who utilizes the services of an internal HR recruiter, but expects to use outside recruiting firms in the future. As the market improves and quality talent becomes harder to identify, a hiring manager who is satisfied with the internal HR recruitment function in the morning can be snatched away by promises of a recruitment outsourcing firm by the end of the day. Hiring manager loyalty is elusive: it is a valiant objective, but not a permanent state. One reason is that the speed of recruiting technology innovation and time to fill is improving. And most companies are competing for talent outside their industry. Another reason that hiring manager loyalty is hard to sustain is because it is difficult to know whether a hiring manager is really loyal or merely satisfied. HR recruitment organizations often assume that a satisfied hiring manager is a loyal hiring manager. In fact, on closer examination, he or she may only be a satisfied hiring manager – and susceptible to recruitment outsourcing firms that offer better service levels and reduced costs. These hiring managers are not loyal, and as such they are not likely to become true partners. It is important to distinguish between loyal hiring managers, those with whom we can have a partnership, and satisfied hiring managers. Why? Because the HR recruitment organizations that succeed in the future will be the ones that segment their hiring managers and have strategies for meeting the needs of each segment cost efficiently. The investments they make – in resources, services, time, and concessions – to achieve their recruiting goals with each segment will be deliberate decisions made in the context of those strategies, with a focus on measuring their own contribution to the company’s profitability. Best Practices From Global Strategic HR Recruitment Leaders If anyone did have clues about developing successful hiring manager partnerships, they would be leading strategic HR recruitment organizations. Successful strategic HR recruitment organizations have another idea about what it takes to stay valued by hiring managers. What successful strategic HR organizations have in common is that they are challenging themselves to define what their HR recruiters will have to do differently to differentiate their organization through the quality and durability of the relationships they build with their hiring managers. When outsourcing recruiting firms offer virtually identical services, the differentiator is the HR recruiter and his or her management of the hiring manager relationship. The leading strategic HR recruitment organizations that I have studied have demonstrated that they have what it takes to succeed today, and what they say about succeeding in the future is this: “Success will belong to those strategic HR recruitment organizations that ensure that their HR recruiters build lasting business partnerships with loyal hiring managers.” The keys to success are building credibility, knowing what their hiring managers want, and meeting – or exceeding – their expectations. Hiring Manager Expectations What is it that hiring managers expect from HR recruitment functions and recruiters? As markets become more competitive and candidates become more selective, hiring managers have higher expectations of the HR recruitment function and recruiters with whom they rely on. They expect their HR recruiter’s to recommend solutions that will be focused on helping them compete more effectively. Hiring managers are buying a concept as well as a service. They are looking for value for their money – and someone to make their department more productive and profitable Equally important, they expect HR recruiters to exhibit the same high level of business knowledge and sophistication that they do. The hiring manager’s expertise is growing, and he or she expects to work with a HR recruiter who can be considered an equal. The level of competence demanded of HR recruiters will take a quantum leap. They need to be cleverer, more professional, and have more technical knowledge because the hiring manager is more sophisticated about business. In addition, hiring managers expect HR recruiters to perform the time-honored; customer focused strategic recruitment practices more often and more consistently. The Bottom Line: An ideal strategic HR recruiter has a deep knowledge about his or her hiring manager’s department, company, products, and can recommend the best strategic recruitment solution for filling a specific job opening cost effectively, consistently and in a timely manner. Just Food For Thought! R. Barefield Strategic HR Mastery Is The Key To Making Your Job Indispensable! |
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