advance your recruiting career with ceb insights [webcast]
TRANSCRIPT
#hiretowin
Advance Your Recruiting Career With CEB Insights
Moderator Guest Speaker
Esther Lee CruzInsights & Content Marketing Manager
Dion LovePrincipal Executive Advisor
CEB
#hiretowin
© 2015 CEB. All rights reserved. RR2031815SYN
44% 44%
35%
79%
21%
■Attitudes
■Experiences
■Skills Sets
■Development
■Performance Management
■Workload
■Budget
■Spend
■Structure
■Technology
Recruiter Profiles
Management and Support
Infrastructure
Source: CEB Recruiter Performance Survey.
RECRUITER PROFILES MATTER MOSTRelative Impact of Major Recruiting Enablers on Quality of Hire
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© 2015 CEB. All rights reserved. RR2031815SYN
Differentiating Talent Advisor Capabilities
recruiters who currently qualify as Talent Advisors.
19%
15% 15%
33%48%
52%
Process Expert
Pipeline Manager
Strategic Advisor
Source: CEB Recruiter Performance Survey.
MOVE BEYOND PROCESS MASTERY TO STRATEGIC INFLUENCE
Relative Impact of Recruiter Capabilities on Recruiter Performance
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© 2015 CEB. All rights reserved. RR2031815SYN
Challenge 1
What Capabilities Differentiate Talent Advisors?
Challenge 3
How can we empower recruiters to use talent advisor
capabilities?
Challenge 2
How Should We Develop Talent Advisor Capabilities?
Achieving Talent Advisor Impact
Insight #1
Pipelining and strategic advisory categories
impact performance most
ACHIEVING TALENT ADVISOR IMPACT
#hiretowin
© 2015 CEB. All rights reserved. RR2031815SYN
20%
17%16% 16%
15%14% 14%
12% 12%11%
10% 10%9%
8%
Pipeline Manager Capabilities
Hiri
ng M
anag
er
Per
suas
ion
Strategic Advisor CapabilitiesLa
bor
Mar
ket
Exp
erie
nce
Lead
Gen
erat
ion
Source: CEB Recruiter Performance Survey.
Firm
spe
cific
Tal
ent
Str
ateg
y K
now
ledg
e
Firm
Spe
cific
B
usin
ess
Acu
men
Can
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te A
sses
smen
t &
Sel
ectio
n
Nee
ds D
efin
ition
/Jo
b In
take
Und
erst
andi
ng J
obR
equi
rem
ents
Str
ateg
ic S
ourc
ing
Can
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onve
rsio
n
Web
2.0
Ski
lls
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nt S
peci
ficB
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ess
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nter
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ines
sA
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HIGH-IMPACT TALENT ADVISOR CAPABILITIES
Impact of Talent Advisor Capabilities on Recruiter Performance
#hiretowin
How we define top recruiters
• Top 10% of recruiters who impacted candidates through LinkedIn products that were then hired by their company
• Product impact includes InMail, profiles viewed, profiles saved• Top 10% among recruiters who impacted at least 1 hire
Top recruiters value soft skillsFastest growing skills of top recruiters not listed for average recruiters
Source: LinkedIn’s Savvy Recruiter’s Career Guide, (Apr 2015).
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Recruiters don’t always prioritize high impact skills
Source: LinkedIn’s Savvy Recruiter’s Career Guide, (Apr 2015).
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Recruiters don’t always prioritize high impact skills
Source: LinkedIn’s Savvy Recruiter’s Career Guide, (Apr 2015).
#hiretowin
Fastest growing skills also aren’t high impact
Source: LinkedIn’s Savvy Recruiter’s Career Guide, (Apr 2015).
#hiretowin
© 2015 CEB. All rights reserved. RR2031815SYN
ACHIEVING TALENT ADVISOR IMPACT
Challenge 1
What Capabilities Differentiate Talent Advisors?
Challenge 3
How can we empower recruiters to use talent advisor
capabilities?
Challenge 2
How Should We Develop Talent Advisor Capabilities?
Achieving Talent Advisor Impact
Insight #1
Pipelining and strategic advisory categories
impact performance most
Insight #2
On the job learning is an under-utilized yet
powerful technique
#hiretowin
© 2015 CEB. All rights reserved. RR2031815SYN
100
30075%
Formal Training
Relative Importance of Learning Methods on Employee Performance
Impact of Formal Training and On-the-Job Learning (Indexed)
Distribution of L&D Investment by Type of Development MethodsPercentage of Total L&D Investment
Formal Training Programs
25% On-the-Job
Learning
∆= 3x
Source: CEB 2010 Unlocking the Value of On-the-Job Learning Survey.
Source: CEB analysis.
On the Job Learning
UNDERINVESTING IN ON-THE-JOB LEARNING
#hiretowin© 2015 CEB. All rights reserved. RR2031815SYN
Access to Best Practice
Scope Expansion
Change and Adversity
Challenging Relationships
Persuading and Teaching
Making Difficult
Decisions
Experiences that
demonstrate the right
approach to a problem
Experiences that increase
scope of recruiter
responsibilities
Situations that build flexibility
to adapt to new situations
Situations that develop useful
relationship building skills
Preparation is needed to
communicate ideas
Cost of making mistakes forces
deliberate reflection
Hiring Manager
Persuasion
Key Ideas
Source: CEB 2010 Recruiter Performance Survey.
HIGH-IMPACT ON-THE-JOB EXPERIENCES FOR RECRUITERS (cont.)
Categories of On-the-Job Learning Experiences for Talent Advisor Capabilities
■Shadowing a lead or executive recruiter in a hiring manager meeting
■Attending a meeting between the heads of Recruiting and the business
■Giving the hiring manager an option he/she wouldn’t have considered
■Owning a requisition considered critical to the organization
■Working on a requisition with rapidly changing circumstances or requirements
■Working on a requisition where the hiring manager will not be the new hire’s manager
■Working with difficult hiring managers
■Working on a requisition where multiple people have competing views
■Communicating a difficult decision you made to a hiring manager
■Giving advice to fellow recruiters on how to persuade an uncooperative hiring manager
■Defining hiring needs for a new position
■Deciding whether to push back on a reasonable hiring manager request
#hiretowin© 2015 CEB. All rights reserved. RR2031815SYN
Challenges of Real-Life Setting to Build Confidence Advantages of Role-Play Setting to Build Confidence
Hiring Manager Scenario ResponseUncooperative“ I won’t have time to meet about hiring needs.” Persuade the hiring manager to prioritize recruiting
“This meeting is critical to ensuring we get you the right hire within your time frame. Can you make room in your calendar for Thursday?”
Unrealistic Expectations I only want to see candidates with two advanced degrees.” Explain external market realities
“Candidates with those two degrees are extremely rare; it took six months to hire that profile earlier this year.”
Rush to ConclusionsWe have high turnover for the position, so we need to hire three more people to fill the role as soon as possible.”
Assess the validity of key hiring manager assumptions
“Why are people leaving the position? I think we need to reassess whether we are hiring for the right profile.”
■Recruiters can take a passive approach to difficult conversations.
■Recruiters are isolated from others in the same situation.
■Practice is limited to experience.
■Feedback is nonexistent or too late in hiring manager surveys.
■Recruiters must be proactive in approaching difficult conversations.
■Recruiters learn by seeing peers demonstrate how they approach similar situations.
■Recruiters get multiple repetitions in one session.
■Recruiters receive in-the-moment feedback from facilitator.
Source: CNA Corporation; CEB analysis.
ROLE-PLAY HARD CONVERSATIONS IN A SAFE SETTING
#hiretowin
© 2015 CEB. All rights reserved. RR2031815SYN
ACHIEVING TALENT ADVISOR IMPACT
Challenge 1
What Capabilities Differentiate Talent Advisors?
Challenge 3
How can we empower recruiters to use talent advisor
capabilities?
Challenge 2
How Should We Develop Talent Advisor Capabilities?
Achieving Talent Advisor Impact
Insight #1
Pipelining and strategic advisory categories
impact performance most
Insight #2
On the job learning is an under-utilized yet
powerful technique
Insight #3
Not all tasks within a requisition require talent
advisor capability
#hiretowin© 2015 CEB. All rights reserved. RR1768615SYN
Source: CEB analysis.
Functions
Value to Organization Recruiter Capabilities
Region
Deadlines
Business UnitCurrent WorkloadOpportunity to Build
Recruiting’s Reputation
Hiring Manager Priorities
Difficulty of Filling Roles
Value to Organization
Role CriticalityRecruiter Development Opportunity
Costs Already Incurred
Relationship with Hiring Manager Financial Impact
Potential Criteria to Prioritize Resources
Organizations That Provide Prioritization Guidance to Recruiters
Teams Proficient at Prioritization
Recruiting Leaders Struggle to Align
Recruiters to Demand
Recruiters Struggle to Allocate Time
n = 124 recruiting executives, directors, and managers.
Source: CEB 2015 Recruiting Efficiency Audit.
n = 57 recruiting executives, directors, and managers.Source: CEB 2015 Recruiting Efficiency Audit.
24%39%
RECRUITING LEADERS STRUGGLES TO PRIORITIZE
#hiretowin© 2015 CEB. All rights reserved. RR1768615SYN
OVERVIEW CATEGORIZE PRIORITIZE RESULTS
Requisition: Cyber Intelligence Analyst
Recruiting Process Stage Situations Requiring Consultative Capabilities
Needs Analysis
Challenging hiring manager Unrealistic expectationsUnresponsiveDifficult to communicate with/understandLocated remotely
Vague or complex role requirementsRecruiter is unfamiliar with business unit
Sourcing
Scarcity of talentUniqueness of roleHard-to-sell roleExhausted talent pools/networksReduced number of sourcing channels available
Assessment and Selection
Recruiter/hiring manager unable to join interviews/critical assessment activitiesCandidate locationRole difficult to assess
Conversion Unfamiliar with labour marketUnable to offer competitive package
Overall Business Context
Must be filled quicker than usualRole carries high visibility within the organizationRole has experienced high turnover previously
Checking several boxes in one section means that recruiters will need to draw on more consultative capabilities related to that section.
Prioritizing requisitions by complexity ensures that recruiters are not distracted by vocal hiring managers, and allows them to make the best use of their time at each stage of the process.
Urgency
The more boxes checked, the more the requisition should be prioritized.
Source: Lockheed Martin; CEB analysis.
PRIORITIZE REQUISITIONS BY COMPLEXITYLockheed Martin Helps Recruiters Prioritize How They Use Strategic, Consultative Capabilities
Lockheed Martin’s Prioritization Table; Illustrative
#hiretowin© 2015 CEB. All rights reserved. TR2484615SYN
ACTIONSIMPERATIVES
Not all tasks within a requisition require talent advisor capability
On-the-job learning is an under-utilized yet powerful technique
Pipelining and strategic advisory categories impact performance most
INSIGHTS
I will achieve talent advisor impact
ACHIEVING TALENT ADVISOR IMPACT
#hiretowin© 2015 CEB. All rights reserved. TR2484615SYN
INSIGHTS ACTIONSIMPERATIVES
Prioritize tasks that require talent advisor capability to optimize impact
Develop capabilities real-time through on-the-job learning
Pipelining and strategic advisory categories impact performance most
I will achieve talent advisor impact through focusing on capabilities beyond process, developing them on-the-job, and prioritizing where I use them.
Not all tasks within a requisition require talent advisor capability
On-the-job learning is an under-utilized yet powerful technique
Focus development on capabilities beyond process
ACHIEVING TALENT ADVISOR IMPACT
#hiretowin© 2015 CEB. All rights reserved. TR2484615SYN
INSIGHTS IMPERATIVES ACTIONS
Pipelining and strategic advisory categories impact performance most
Prioritize tasks that require talent advisor capability to optimize impact
I will achieve talent advisor impact through focusing on capabilities beyond process, developing them on-the-job, and prioritizing where I use them. My plan to do that right now is to…
Not all tasks within a requisition require talent advisor capability
Develop capabilities real-time through on-the-job learning
On-the-job learning is an under-utilized yet powerful technique
Focus development on capabilities beyond process
Assess my Talent Advisor Capabilities
Created a Focused Development Plan
Select High Impact Development Experiences
Understand Business Priorities
Strengthen my Hiring Manager Partnership
Sharpen my Ability to Determine Hiring Needs
Refine my Sourcing Techniques
ACHIEVING TALENT ADVISOR IMPACT
#hiretowin
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