A fair number of the conversations I’ve had recently with recruiting executives starts with a reference to the recent restructuring or reorganization of their recruiting team (also reflected in a recent Roundtable member poll—for members only). This is not a surprise given the current economic conditions. Whether it was centralization, decentralization, staff reductions, or departures, most of us are in the same boat of “doing more with less.”
With a new team, it’s tempting to get started on all of the initiatives that we never had time to do when recruiters were chained to old structures and overwhelming hiring volume—building talent pipelines, updating the employment brand, and choosing assessment vendors. But if reorganization has taken place, chances are there are new roles, new processes, and/or disengaged recruiters to deal with first.
Even if it’s already been done, do a second check of the “basics”:
- Clarify roles and responsibilities within the newly structured teams, and be aware of any gaps that restructuring may have left behind
- Improve (or redefine) process efficiency, taking into account handoffs to different stakeholders who may have been added or removed from the original process
- Make sure members of your team are engaged, have compelling career paths, and are measured by accurate performance criteria
If the optimists are correct (and we’re on the eve of hiring volume increase), your recruiting team’s success will depend on getting these basics right.
Posts
