It’s 7:25 a.m. on a crisp NYC spring morning and I’m sitting at the back table at Ai Fiori at the Langham Hotel in Manhattan waiting for the last of six top NYC talent acquisition leaders to arrive for breakfast. The breakfast isn’t scheduled to start until 7:30 a.m., but already the conversation is flowing and connections are being made. I keep my mouth shut, sit back, and listen intently, like an anxious parent watching their child perform at their first school play. I can’t wait to see what unfolds.
The future of recruiting is scientific, data-driven, and businesslike. The roadblock to that transition is our current “art not science” approach where intuitive recruiters act like artists who want 100 percent freedom over how they work.
Most leaders agree that implementation and follow-through are required for business success. Organizations that execute their well-thought-out plans succeed, and those that don’t fail. So why don’t people follow through on plans, especially for something as important as recruiting and hiring the right people? The answer may be staring you right in the face.
I was lucky enough to get the opportunity to build a new talent-acquisition team from scratch. I faced the tough challenge of building metrics that enabled us to make better business decisions and steer our teams toward our strategic goals. I’m going to share our three-year-four-steps journey to metrics (and what we’re planning for analytics) to help others going through a similar process.
The ultimate goal of any business function should be to have a direct and measurable impact on their company’s bottom line and corporate strategic goals. Having a direct and visible impact on bottom-line results will make your team proud. But it will also get you more executive support and funding. Even though nearly every recruiting leader strives to “be more strategic,” few talent-acquisition leaders seem to be aware of the specific recruiting areas that generally have the highest impact on bottom-line business results like revenue generation and workforce productivity.
Prior to our last economic downturn in 2008, a company’s approach was — “What’s in it for us” and if a prospect didn’t meet those requirements, or complete an assessment prior to the interview process, it was a no go. This was done due to supply and demand — there was an abundance of talent, and only a limited number of roles available.
Intel has been on a journey to rethink talent acquisition for the last two years. We started from a fundamental premise that the way talent acquisition in large enterprises like ours was operating was fundamentally flawed. It was not meeting the needs of:
Hands down, I have an excellent recruiting team, a team that is on the verge of crossing from excellent to the best in the business. We understand crossing from excellent to the very best in the business comes down to micro-movements, resolutions, and refinements. As a team, our common goal is simple: to be better tomorrow than we are today.