Human resources is a Frankenstein department comprised of every function that didn’t fit into another department. Recruitment, benefits, employee relations, FMLA Administration, and the list goes on. In order to run a department like this, we’ve created jack-of-all-trades roles like Generalist that require HR professionals to become party planners, trainers, employment law experts, and everything in between.
For the last four years I have had the challenge of recruiting for the hospitality industry — trying to fill positions that are for the most part entry-level, low-paying jobs — with people who have outstanding interpersonal “people” skills in an industry that never closes.
Sourcers are in charge of sourcing. Recruiters are in charge of recruiting. HR business partners are in charge of managing and scoping the business need. Compensation & Benefits is in charge of leveling the offer relative to other organizations. Talent acquisition leadership is in charge of managing the recruiters. Leadership is in charge of resources and strategic decisions. Hiring managers are in charge of selecting who gets the offer.
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.