As part of our series on Building Next-Generation Recruiter Capabilities, Collin wrote a couple weeks ago about how to define Talent Advisor capabilities in our recruiters. He explained that Talent Advisors collaborate with hiring managers to influence staffing decisions, rather than fill orders and drive for satisfaction.That’s nice as a goal, but you may be wondering, how do I gauge how well recruiters fulfill their role as Talent Advisors? Keep two things in mind:
- When hiring recruiters, focus on observation over description when assessing recruiter candidates—Traditional external sources of recruiters with strategic skills, such as recruiters with sourcing or sales backgrounds, aren’t as effective as many think. You need to rely on effective selection practices to find them. Use role plays in recruiter interviews to have them show you how they would influence hiring managers, or have them create a sourcing report for a mock opening at your organization. (CLC Recruiting members, see how one organization excels in assessing Talent Advisor capabilities in recruiter candidates.)
- When setting role expectations for current recruiters, measure strategic expectations as you do operational expectations—Most recruiters are held accountable for process metrics such as volume or time-to-fill. But, when recruiters are held accountable for “business impact” metrics such as new hire retention, they exhibit 25% greater performance. Decide what best indicates Talent Advisor behaviors on your recruiting team, provide discrete measures of strategic effectiveness, and weight these measures alongside traditional process-based metrics. (CLC Recruiting members, see how one organization excels in measuring recruiters on Talent Advisor capabilities.)
Check in next week for a summary of how to develop recruiting team into Talent Advisors.
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