There has been some discussion in the ERE blogosphere regarding whether Recruiting belongs under HR. Does any best-in-class recruiting function need to stand “on its own,” separate from HR? Does Recruiting belong under Finance?
These are worthwhile considerations, especially in the context of making Recruiting more strategic—a goal almost any recruiting executive will cite.
What I’ve seen over the years is that the core strategic value of Recruiting is its role in talent management. The recent shift towards “integrated talent management” (with Recruiting, L&D, Performance Management, and other groups acting more holistically) is a great example of the necessity of Recruiting in HR. Internal mobility, succession planning, workforce planning, defining hiring needs, and communicating the employment value proposition to the labor market—these are all activities that can only be performed effectively if Recruiting is closely intertwined with everyone else in HR.
In short, the best way for Recruiting to create value is not to declare independence from HR, but to work with HR.
These are worthwhile considerations, especially in the context of making Recruiting more strategic—a goal almost any recruiting executive will cite.
What I’ve seen over the years is that the core strategic value of Recruiting is its role in talent management. The recent shift towards “integrated talent management” (with Recruiting, L&D, Performance Management, and other groups acting more holistically) is a great example of the necessity of Recruiting in HR. Internal mobility, succession planning, workforce planning, defining hiring needs, and communicating the employment value proposition to the labor market—these are all activities that can only be performed effectively if Recruiting is closely intertwined with everyone else in HR.
In short, the best way for Recruiting to create value is not to declare independence from HR, but to work with HR.
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