Top firms use collaborative recruiting because it “turns every employee into a recruiter” and a brand ambassador. Expanding involvement also improves hiring results and lightens recruiter workloads. If you haven’t heard about this increasingly popular approach, collaborative recruiting (aka team hiring) is where you purposely expand both employee and manager roles throughout the recruiting process. Both play a larger and more impactful role in finding, sorting, assessing, selling, and retaining candidates. Unlike, the traditional manager-dominated hiring model that does not emphasize collaboration.
There was a sales manager who used to say he “loved rainy Mondays.” It was a little crazy to hear, since no one was excited about Monday in general, and most folks were even less so when Mother Nature was being uncooperative. However, there may have been some genius in his philosophy … since it meant he saw an opportunity where others saw a hurdle. It means there is an opportunity to find tremendous talent due to all of the economic uncertainty due to the geopolitical turmoil. Grab your galoshes, and let’s dive in.
As people leaders, we take pride in our ability to decide quickly and change our minds slowly. We trust our intuition and reasoning skills — and with good reason: These are the tools that have helped us rise to positions of prominence in our companies. The further up the ladder you go, the more you encounter leaders sure of their decision-making abilities. To a certain extent, this is all fine: Employees and shareholders lose faith in the mission if their leaders are constantly changing their minds with every gust of wind. Strong, decisive leaders with a clear sense of the best way forward are a boon to any organization.
Ghosting is an emerging issue in recruiting and has now been rated as the No. 1 challenge by nearly 6 percent of employers (Source: LinkedIn). Ninety-five percent of recruiters say they have experienced “candidate ghosting” (Source: iHire). This ghosting problem is likely to get worse because 40 percent of candidates now believe it’s reasonable to ghost firms. And a whopping 28 percent of workers have backed out of an offer after initially saying yes.
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.