I was traveling this past couple of weeks meeting new recruiters on the staffing team. As part of orientation one of my key objective was to share goals and set expectations of the team.
My key message: Our goal as recruiters is to enable the business by help them to “Build Winning Teams.” We do this through “consultative, solution-based recruiting.” What does this mean? How do recruiters and HR accomplish this?
Build Winning Teams
As a recruiting team, I consider recruiters as frontline architects building a stronger business one hire at a time. Although recruiters are not the hiring manager per se, we do have the decision making authority of who moves on to the next rounds of interviews.
Thus, we shoulder a huge responsibility of ensuring only the best candidates are selected for management interviews. Being a part of a winning team are clear.
I asked a new hire of what how she compares her current workplace relative to her former employer. With the former employer, it was focused on cost-cutting measures. Employees were concerned if they will achieve their targets of business reform. There is a strong sense of pride and winning attitude of being a market leader at the current workplace.
Other results and rewards of building a winning team include strong revenues and high profit margin. Employees are focused on R&D for product leadership. For everyone, this means higher bonus payout at the end of the year and, association with working for a strong company brand.
Therefore, recruiters must have a clear understand the business strategy and direction. Recruiters should never take their eye off the ball of recruiting top talent into their organization.
How often have you worked with recruiters who simply “pass paper” from recruitment agencies to the hiring manager. They argue that they are HR experts and not technical experts to recruit outside of their knowledge domain.
As front-line architects, it is critical for recruiters to understand the business of the hiring groups they support. How can HR and recruiters claim to be “business partners” if they have no insight into the business domain. An HR solution without taking into the business requirements is no solution. HR can do better.
Therefore, recruiters are required to understand the business. They need to gain the trust of line managers and senior leaders. As trusted advisors, recruitment professionals have multiple alternatives in their “tool kit” and know when and how to pull each trigger for the best outcome.
In recruiting, line managers often set profile requirements, which can only exist in his/her own imagination. You know what I talking about. The discussion isn’t about how difficult it is to find the candidate. The recruiter must have the trust to pull in the manager into the discussion, reevaluate requirements and partner for alternative approaches.
The HR Leader
Up against Asia’s uphill battle for talent, HR leaders are required to do things differently. Team members work tirelessly each day with managers on interviews and selection. Doing different means helping teams connect the dots, seeing how the their work finding key talent, enables the organization to accomplish phenomenal things.
Challenge the team to do better. Give them examples of great staffing/HR teams. Show them in a tangible way of how HR can be effective. Solicit testimonies from line managers of how HR has help their business unit and organize succeed. Celebrate the success. Step by step, the team will strive to do better. Making a difference is worth it.