With recruiting teams smaller these days and hiring volumes down, it’s no surprise that many organizations are scaling back on the services they offer.
Yet, this might be just the time to expand the services your team provides. With your businesses demanding less of your team’s “core” services—i.e., bringing top talent into the organization—Recruiting faces the risk (however undeserved) of losing relevance in the eyes of the business. By expanding service offerings beyond traditional recruiting, or at least lending your recruiters to other areas in talent management, you continue to add demonstrable value to your internal clients, and build the skill sets of your recruiters in the process.
A potentially fruitful place to turn attention is toward activities that sometimes lack complete ownership within talent management—for example, succession planning and onboarding. And who better than Recruiting to take these on? For one, recruiters have relationship-building and assessment skills that can be valuable in both areas.
Basically, Recruiting has an opportunity in this environment to "step up to the plate" and take on an even more strategic role for the business. Innovative, entrepreneurial thinking from recruiting leaders can turn Recruiting away from short-term cost-cutting to growing a strategic talent management business in the long-term.
Written by: Emily Woods
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