Our newest research, Building Next-Generation Recruiter Capabilities, made a big splash in Chicago earlier this month as we kicked off our 2010 Annual Executive Retreat meeting series! Much changed in the world—and our organizations—across the past two years, leaving many Recruiting executives wondering: How can Recruiting—and specifically our recruiters—drive strategic business impact in the new environment? We’re excited to share key new insights that address this question, which we will feature in our webinar series (for CLC Recruiting members) and on our Web site. In the meantime, here’s a brief preview:
Despite the widespread perception of a “buyer’s market,” quality of hire has declined significantly across the past year. This is largely a result of rising organizational complexity and increasingly unforgiving labor markets. These new realities require Recruiting organizations—and recruiters—to extend their impact through strategic framing of recruiting decisions.
Next-generation recruiters are Talent Advisors. Their capabilities go beyond process expertise to also embody talent pipeline management and strategic advisory capabilities—with a heavy emphasis on the latter. Talent Advisors:
- Drive for impact, not hiring manager satisfaction
- Challenge hiring manager assumptions instead of “taking orders”
- Strategically frame—they don’t just fill—requisitions
The bad news is that only 19% of recruiters today possess Talent Advisory capabilities.The good news is that being “strategic” is more concrete and tactical than you might think.
Stay tuned for more highlights from this work to learn simple but powerful ways to build Talent Advisor capabilities in your team.
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