This is the second installment of Common Perceptions in Talent Acquisition That Must Change. Part I addresses the false notion that Talent Acquisition (TA) is an unnecessary source of overhead costs for businesses. The following is another commonly held, but inaccurate belief in the industry.
Hiring (Well) Means “Letting Go”
Relinquishing control and trusting that those around you will do the right thing is not always easy. There are tons of HR executives and TA professionals out there who think that the only people who can execute a TA strategy are recruiters and recruitment leaders. As business needs are constantly changing and evolving, the concept of forecasting accurate hiring numbers (forget layering in the complexity of attrition) is as nebulous as the flying purple squirrel candidates.
Targets, priorities, and profiles change, and both inbound and outbound sourcing methods take time and energy – which leads to inevitable resource constraints. While it would be nice to say that all of this can be solved with a good CRM strategy, the reality is: there will always be certain roles that we are filling ‘”just in time.”
This means that a completely centralized recruiting function needs to be built for worst case scenario hiring numbers – they need to be prepared for the inevitable “urgent hiring push” that in some businesses is cyclical and in others seems to be completely random. The most amazing thing that TA leaders need to realize is that they have an entire workforce of recruiters – inside their own companies.
As an industry, we’ve spent too much time making the recruiting process complex and bringing all control and ownership into the department, that we are missing out on using our best asset to our advantage: our people. TA leaders who decentralize their hiring processes (i.e., give both power AND responsibility back to the hiring team – managers, brand ambassadors, executives, department coordinators) have access to a huge pool of resources who are both experienced in interviewing and invested in making a great hire.
Giving access to these resources does come at a price: your ability to control every tiny part of the hiring process. If you want these people to be REALLY invested in hiring, they need to have some semblance of control. This may mean letting them post their own jobs (gasp!) moving their candidates through the recruitment process, or even making a hiring decision without input from a recruiter.
There are of course certain parts of the process that need controls (you still need a sound approval chain for postings and for offers) and most hiring managers will still want the opinion of someone from your TA team before going to offer on a candidate.
BUT, instead of them having to have your approval or wait for your team to push a button, you become an advisor that they look to for advice, assistance, and support (or sometimes a differing opinion). Ultimately, the hire is theirs to onboard and manage, so why not let them feel that the hiring process is theirs to own too?
Next week we will dive into the last topic of our three part series, which is how delivering true digital transformation within TA is not a lipstick on a pig exercise.
