The Changing Role Of The Recruiter

”The Changing Role of the Recruiter”

David Szary – The Recruiter Academy

[email protected]/734-414-9816 Link in with me: http://www.linkedin.com/in/davidszary

R E C R U I T E R A C A D E M YR E C R U I T E R A C A D E M Y

Material Copyright © 2009 -Recruiter Academy, LLC

mailto:[email protected]/734-414-9816

http://www.linkedin.com/in/davidszary

MY AWESOME ADVENTURE . . .MY AWESOME ADVENTURE . . .

“Fell” into recruiting in 1989! First half of career, recruited (and managed teams) in “high

tech” industry for small, publicly-held “high-growth” staffing/outsourced service provider.

In 1997, founded The Recruiter Academy (www.recruiteracademy.com).

Since then, we have worked with over 1500 companies

spanning 8 countries, 40 states and 110 different labor markets throughout the US.

Unique opportunity to work with recruiters/recruitment organizations performing in all types of market conditions (don’t forget the last down turn and the .com bust) within all major industries. Material Copyright © 2009 -Recruiter Academy, LLC

http://www.recruiteracademy.com/

Presentation – “Research” Presentation – “Research”

Interviewed industry leaders from a variety of industries (healthcare, life science, professional services, retail, financial services, technology, manufacturing, staffing/agency, industry thought leaders, etc.)

Reflected on past 20 years working with thousands of recruiters at respected organizations throughout the world (corporate, staffing, agency/TPR)


Key Components of a “World-Class” Staffing Operation – 20,000 foot view

Technology

Skilled Recruiters


Scalable Process(s)

Attributes of ‘Skilled’ Recruiters

Have a “seat” at the table with line-of-business executives/hiring managers/clients

Are a ‘consultative’ business partner Develop workforce plans and define hiring priorities, perform succession

planning, set service level agreements, and quantify the tools/resources required to meet hiring objectives

Able to quantify ROI to key stakeholders

Manage the recruiting/hiring process. Aren’t a “paper” pusher

‘Sales’ oriented. Recruiting = Sales

Ability to identify and recruit quality, “passively-looking” talent

Proactive. Create talent pipelines for “just-in-time” hiring

Candidates and Hiring Managers respect them as experts in recruitment/ selection/staffing


Fast Forward to 2009

What hasn’t changed? - Recruitment leaders are still looking for their recruiters to possess these attributes!

Why hasn’t this occurred? (or has it?)

What has changed?


Evolution of HR/Rec ProfessionalsTrend towards specialization

Personnel

HR Generalist

Recruiting Generalist

HR Biz Partner

Recruiting Consultant

- Intake Session to Hire

- Payroll - Benefits - Comp

- OD - ER - Legal

- Sourcing- PM /Coordinator

History of Sourcing Tools

- Want Ads

- Cold Calling

- Resume on File

- Want Ads

- Cold Calling

- Resume on File

- Internet Job Boards

- Resume Databases

- Chat Rooms

- ATS

- Want Ads

- Cold Calling

- Resume on File

- Want Ads

- Cold Calling

- Resume on File

- Advanced Internet Search Tactics

- Proliferation of Niche Job Boards

- Web 2.0 Tools

- Social Networks

- Micro sites

- Texting, Twitter, etc.


- Resume Databases

- Chat Rooms

- ATS


- Resume Databases

- Chat Rooms

- ATS

- Advanced Internet Search Tactics

- Proliferation of Niche Job Boards

Three Distinct Generations within the Workforce


Baby Boomers – 1946 to 1964

Gen X - 1965 to 1980

Gen Y (The Net Generation, Millennials, Echo Boomers) - 1980 to 2000

Since our last economic downturn


Unemployment worst since September – 1992 (January – 2009: 7.6%)

Time of “Abundance” Abundance of job openings Abundance of candidates Recruitment/sourcing tools, job boards,

etc. Information

Growth, Growth, Growth (at any cost?)!

Resulted in . . .


Many corporate recruiters were ‘drinking from a fire hose’ (20, 30, 100 req’s on their ‘plate’)

Staffing/TPR’s – abundance of opportunities to work on – need to flush out quality versus quantity

Recruiters were measured on ‘filling req’s’. Less emphasis on putting “the right person in the right chair”

Tendency to operate in ‘reactive, transactional’ mode

Becoming Overwhelmed! Be consultative, metrics, workforce planning, pipelining, blogging,

twitting, Web 2.0, social networking, passive candidate recruiting, Boolean searches, etc.

””Changing Role of the Recruiter Changing Role of the Recruiter moving forward given the fact that moving forward given the fact that

. . . “. . . “


Attributes of ‘skilled recruiters’ are still in vogue

Evolution of “personnel” into specialized occupations

Proliferation of sourcing tools

Multiple generations to recruit from

Moved into the era of “abundance”

““Era of the Recruiting Era of the Recruiting Generalist is is fading . . .” Generalist is is fading . . .”

Why?Why?


Changing Role The Recruiter – We need to be ’experts’ in!

Talent Management/Succession Planning Workforce Planning/Materials Release Planning Consulting/Setting Service Levels/Defining Priorities Defining skills sets/competencies of top performers Candidate Assessment Employer Branding SEO Master Negotiator Sourcing

Web. 2.0 tools Social Networking CRM/pipelining

“A Generalist is becoming jack of all trades, master of none!”

Changing Role The Recruiter – Definitive Trends!

Technology will continue to decrease “time” associated with the hiring process New hire paperwork via self-serve online kiosk’s CRM activities from ATS/TAS/CRM tools Finding candidates (not recruiting them) Streamline process with online scheduling tools. Set up views right from

phone screen

In down economy, recruitment team can offer more/different ‘services’ “Recruiters” become outplacement experts/career counselors Turn database into a revenue generator? – Sell “inventory” of candidates?

Further specialization among recruiters. Shift from a recruiting generalist to a centralized/specialized model including: Business Partners/Talent Managers Talent Specialist Sourcing Coordinators/project managers

Will this specialization finally allow us to become “skilled” recruiting specialists?

Centralized/Specialized Model

Hiring Managers

Hiring ManagersHiring Managers

Hiring Managers

Sourcing Specialist

Recruitment Biz Partner

Talent Specialist- Assessment - Candidate Relationship- Close- Referral Network

Sourcing- CRM

- Client Relationship- Workforce Planning- Process Optimization- Defining Service Levels- Talent Management/Dev.

- Name Generation- Candidate Development- Pipeline Creation and Development- SEO - Social Networking

C O O R D I N A T O R S

Who will thrive & survive in these Who will thrive & survive in these changing times?changing times?


Those that can quantify the resources they need

to meet hiring production schedules!

““What is an acceptable What is an acceptable requisition load for an requisition load for an average recruiter to average recruiter to

handle?”handle?”


It Depends!It Depends!


Efficiency of

Process Recruiting / Hiring Process

Resources Required

Baby Boomers

Baby Boomers

GEN XGEN X GEN Y GEN Y

Sourcing Strategy/Tools

Time/FTE Req to Source21,164

How to get funding required to be ‘resourced’ properly? Materials Release Planning (MRP)

Sourcing/FTE

60%

50%

35%

90%

Sourcing time to identify a candidate to pre-screen 4 hours

Recruiter Pre-Screens 5291

Candidate submitted for consideration

3174

Hiring Manager Views1587

Offers555

Hires500

-Background Checks

-Rec/Hiring Mrg Time

-Corporate HR Time

-Hiring Manager Time

-Recruiter/Coordinator Time

-Assessment Testing

-Recruiter’s Time

Sourcing Time

Developing Workforce Plans It Depends on . . .

Number of hires?

When do you need them by?

How efficient are you?

How quickly can you find them?Material Copyright © 2008 -Recruiter Academy, LLC

Developing MRP/Workforce Plan It Depends on - CASE STUDY

Number of hires: 250

When do you need them by: All start by Dec.

How efficient are you: Submittal to Hiring Manager view: 50%

Hiring Manager View to Offer: 50%

Offer to Hire: 90%

How quickly can you find them: 4 hours?


Resource Planning – Case StudySourcing Time required to fill multiple positions

Efficiency metrics 50/50/90 Total sourcing hours required/hiring project

4444 hours

Hours to find 1 “submitted” candidate**

4.00

Submittals 1111 Interviews 556 Offers 278 Starts** 250


Resource Planning – Case Study Why “efficiency” is so important!

Efficiency metrics 50/50/90 75/50/80 90/50/90 ** Total sourcing hours required/hiring project

4444 hours 3,333 hours 2469 hours

Hours to find 1 “submitted” candidate**

4.00 4.00 4.00

Submittals 1111 833 617 Interviews 556 625 556 Offers 278 313 278 Starts** 250 250 250


March April May June July Aug. Sept. Oct. Nov. Dec.

Number of Recruiters/FTE:

5.6 5.6 5.6 5.6 5.6 5.6 5.6 5.6 5.6 5.6

Sourcing hours/ Per day:

17 17 17 17 17 17 17 17 17

Sourcing hours/ Month:

370 370 370 370 370 370 370 370 370

Hires/Month: 27 27 28 28 27 28 28 28 28

Assumptions:

We have 9 months (March-November) to source candidates to achieve our hiring goals.

Sourcing Hours/Month = Total Sourcing hours/ 9 months. Sourcing Hours/Day = Total Sourcing hours – month / 22 working

days/month. Number of Recruiters/FTE: Assuming a typical recruiter can source 3 hours a

day/maximum.

Resource Planning – Case StudyResources necessary to achieve Hiring Goal of 250 people

(Based on 75/50/80 Process Efficiency Level)


Evolution of HR/Rec Professionals?

Personnel

HR Generalist

Recruiting Generalist

HR Biz Partner

Recruiting Consultant

- Intake Session to Hire

- Payroll - Benefits - Comp

- Hire - OD - ER - Legal

- Sourcing- PM /Coordinator

Talent Manager

- Payroll - Benefits - Comp- Hire - OD - ER - Sourcing- PM/Coord.

In times of change – become “invaluable”?


Possess attributes of ‘skilled’ attributes! – STILL IN VOGUE! Have a “seat” at the table with line of business executives/hiring

managers/clients Be a “true” consultative business partner

Develop workforce plans, perform succession planning, set service level agreements, define hiring priorities and quantify the tools/resources required to meet hiring objectives

Be able to quantify ROI to key stakeholders Manage the recruiting/hiring process. Don’t be a “paper” pusher Be more “sales” oriented Ability to identify and recruit quality, “passively-looking” talent Create talent pipelines for “just-in-time” hiring Candidates and Hiring Managers respect them as experts in staffing

Become a “specialist” (Client consulting, assessment/candidate care, sourcing - name generation and/or candidate development)

Become an expert using web 2.0 tools (including social networking sites, SEO) to develop talent pipelines for key – critical/difficult to fill positions within your organization/industry

””Definition of Insanity?”Definition of Insanity?”


“Doing the same things over and over again and expecting

your results to change!”

Changing your “Actions” from this session?

Do a self-analysis – Are you a ‘skilled recruiter’?

Develop a strategy too:Make yourself ‘invaluable’Put yourself in the ‘right chair’

Play critical role in evolving your organization from “Req’s per recruiter” to more accurate MRP planning model


RA – “Take-Aways”

Resource Planning Tool

More information on MRP workforce planning model

Comments/Thoughts/Perspectives gathered from discussions on “Changing Role of the Recruiter . . .”

Email: [email protected] Material Copyright © 2008 -Recruiter Academy, LLC

Questions? Questions?


The Changing Role Of The Recruiter

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