Hiring is changing to get in line with this century. It seems strange to be saying that most talent acquisition teams operate technology and methodology from the 20’th century, when we are 14 years in to the 21’st, but for many organisations processes are built on the premise that applicants for jobs are strangers, with no previous relationship with the company,and that applying means them submitting data. I recently published a white paper “Blueprint for modern talent acquisition” for the recruiting technology company “Taketheinterview.” In this paper I outlined the big changes that are happening to make talent acquisition functions fit for purpose. (You can read the full white paper at the end of this post.) 10 of the key lessons to come out of the research are:

1) Internal mobility and workforce planning to move from an HR function to talent acquisition. Source of hire research from CareerXroads (2014) indicates that over 51% of jobs are filled by internal transfers and promotions. This means traditional hiring practice accounts for less than half of all hires. Making all employee data accessible to recruiters via the CRM, and removing politics over approaches by recruiters enables this.

2) The average hire has been connected with the companies they apply to for a minimum of 7 months, with up to 40 connection points before they apply. Applicants are not strangers. The modern talent acquisition team does not view an applicant as a stranger, and the application process the time when they get to know each other. By viewing anyone connected with the company (for example via the company LinkedIn page) and collects data on interactions between candidates and the company, building relationships by relevant targeting and messaging.Candidates and applicants are viewed as two different sets of people. Candidates stay as candidates as long as they choose to stay connected, whilst applicants are only applicants whilst they are being measured against a specific job.

3) The only thing recruiters control and can be measured on is time to present, the rest is the responsibility of the hiring manager, Hiring managers are increasingly becoming accountable for hiring, as is only right. A recruiter should not be held accountable for time to hire where a hiring manager is slow to review resumes, give feedback or make themselves available for interview, or quality of hire where they make the final decisions. Hiring managers are increasingly being measured by the KPI’s that were traditionally used (unfairly) to measure recruiters, and the hiring managers own the hiring process, where as the recruiters own the sourcing stage. The role of the modern day recruiter is to source the long list, qualify candidates and invite those with a good fit to become applicants. The role of the modern recruiter is more of a sourcer and qualifier, converting a long list of candidates to a short list of applicants. Responsibilities like interviewing are fast disappearing. and administration like matching and scheduling are increasingly becoming automated.

4) The role of the recruiter is falling in to 3 clear camps:

> Super Recruiter. Becoming increasingly strategic within the organisation. The primary responsibility of the super recruiter is to use data to help the organisation to become a place where people want to work, to share the culture with an objective of attracting candidates to connect, so that only qualified applicants can be invited to apply. We say “invited to apply” because the idea of asking people to guess if they are qualified to apply via a drop down search menu is crazy, assumes we know nothing about them and have no external data available to measure fit, and results in 95%of applicants being judged unsuitable or unqualified. Candidates should be invited to express interest once they have been qualified, not before.

> Candidate Manager/Sourcer. Responsible for attracting candidates (not applicants) to connect with the company, and to build communication and profiling for candidates made up of employees, ex-employees, employees social connections and candidates (connections and previous applicants.) All of the data for these people live in the CRM, only live applicant details live in the ATS. The ATS is an excellent tool for applicant tracking used in conjunction with the CRM, with a single data flow, CRM to ATS to CRM.

> Administrator. Many recruiters have become the best paid administrators in the business, spending time chasing resumes, pushing paper, scheduling hiring managers and candidates to be in the same place at the same time. The modern talent acquisition team has automated all of these tasks, self-service to the candidate to improve candidate experience, efficiency and reduce time to hire.

5) Jobs are managed as projects, deployed by the hiring manager. This means identifying everyone and everything involved in hiring: People, tasks, deadlines. The process is outlined in a service level agreement, tracked by the completion of tasks, made visible to everyone in a single data flow, with yellow flags for tasks on deadline, and red flags for those overdue. Recruiters act as project managers, and everyone is accountable for delivering their allocated tasks to schedule.

August 05, 2014 LinkedIn