The Recruiting Agenda: How Exceptional Recruiting Organizations Respond in Changing Times (Part 2 of 4)

(see Part I)

Leading Trends for the FutureThe Challenges

In order for the recruiting function to win in the future they must address, at a minimum, the following 7 areas.

1) In-House vs. Outsourcing

In-house recruiting functions are being asked to cut-back and look for different recruitment models.  Is outsourcing to a third-party or recruitment process outsourcing the answer?  Fundamentally, recruiting organizations are being asked to deliver recruitment in a faster, cheaper, and more efficient manner.

2) Centralize vs. Decentralized

Recruiting is going global.  How does the recruiting team structure and manage itself to leverage the global talent workforce?  A nimble decision making organization allowing for localized talent acquisition is critical for success.  At the same time, a common recruitment strategy and process framework is also necessary to align with HR strategies.

3) Just-in-time vs. Pipeline

The most common approach is to begin recruiting with an approved requisition.  Critical skill roles remain vacant for a long period of time.  Organizations who take advantage of feeder and pipeline programs will have a competitive advantage.  Leveraging on college recruiting programs and promoting from within can fill the talent void.

4) Baby Boomers vs. Gen Y

The generational shift is already happening in the workplace.
Gen-Y’s have very different expectation out of their employer.  Organizations need to make  HR policy changes and employment practices to attract and retain the new generation.

5) Traditional Media vs. New Media

The Internet has changed everything.  Off-line approaches such as newspaper ads are no longer effective.  Online job boards are being challenged by social media.  The Web 2.0 brings in a new set of approaches to reaching people.  Social media has also opened doors to how recruiters reach talent that was once not possible.

6) Employer Brand vs. Value Proposition

Employer brand continues to be a focus for many companies looking to advance the “great place to work” image.  The primary objective is to differentiate as the workplace of choice.  Typically, the message is a one-way/inward message to the targeted audience.  Today, applicants are seeking mutual returns and more direct engagement from employers.  Employees are expecting employers to be more responsive in meeting responsibilities such as career enrichment and social responsibility – the corporate ethos.

7) Matured Skills vs. Emerging Skills

A major function of a strategic staffing function is to deliver a well crated workforce plan.  The plan should include a forecast of workforce demands by the company.  The recruitment need to determine emerging skills.  Moreover, recruiters need to pinpoint a location strategy for the organization’s required critical talent.  We can no longer afford to be reactionary to the talent pipeline.


Line managers often complain of the inability or extended time to attract critical talent.  Developing in these specific areas will enable the staffing organization to lead the way in attracting talent.  By focusing on the above seven areas the recruitment organization can become a more strategic value to the business.

In the next installment I will focus on the recruiters’ capability needed to fulfill and deliver to the strategic focus.

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