Interesting Article Titled: Talent acquisition services by Jonah Manning

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Talent acquisition services

Interesting Article Titled: The Method Manifesto: State of the Union - Recruiter by Jonah Manning

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The role of a recruiter really varies from organization to organization. If the recruiter works for a third party, they typically focus on numerous roles within a handful of verticals across numerous hiring managers. Third Party Recruiters trade the admin component for the sales component. Even when dealing with their best client, the posture for any internal staffing function is to beat the agency. Agency (Third Party) recruiters are often sought after from hiring managers and loathed by internal staffing. You also have corporate recruiters. Often a corporate recruiters acts more as a facilitator then an actual headhunter. Most organizations saddle a recruiter with so much volume they are lucky if they can spend a couple moments a day sourcing. They have to rely on other resources for majority of their candidate flow. This results unfortunately in a poor quality of candidate flow, which increases the odds of a hiring manager preferring the candidates from a third party (agency) because of the perception of a higher level of competency. So what is the Method Recruiter? The method recruiter does not handle administration tasks or coordinator support tasks. No scheduling, no offers, no excessive meetings, no excessive applicant tracking systems or metrics reporting. All of these tasks can be handled by HR support or by the hiring manager’s personal administrator. The Method Recruiter’s sole purpose is to find the absolute best candidates for their hiring managers. The Method Recruiter is a pure headhunter that doesn’t have to focus on finding his next search. The Method Recruiter simultaneously focuses on making quick turn arounds for active searches but puts deep roots in the ground for future initiatives. So if you are currently a recruiter how to do make your organization transition. Truth is you may not be able to. It may require a change in organization. However, lets assume you are passionate about the company you work for (this is key for this to work), you need to a clear 8 point plan to present to your staffing leadership and hiring managers or client groups. Here is what that plan should look like: 1) All administration tasks will be handled by a coordinator, HR Business Partner, and or hiring manager’s personal administrator. As a recruiter, my greatest asset to the organization is creating significant increases in quality of our human capital. This is where I should focus. 2) Ownership of my clients. It is important that I become my clients sole point of contact for all hiring initiatives. Both external and internal. This will help define business critical priorities and maintain a constant flow of qualified candidates. 3) Speed of hire. My goal is to locate a candidate that is ultimately hired within 14 business days of starting a search. This means before a search starting the hiring manager is full engaged in the search and ready to make decision. 4) Quality of hire. All of my candidates will be from or alumni of our organizations direct competition except within searches where technical aptitude trumps industry affiliation. No external “paid” advertising for any of my searches is no longer needed or requested. My clients should receive a small amount of top candidates to from. No more then 4. 5) Recruiting CRM. With the money that we save from no more job postings, I would like to fund the adoption of a Recruiting CRM. Unlike our Applicant Tracking System, a Recruiting CRM (like Avature or Jobvite) will allow me to powerful realtime analytics across my searches. Allow my clients to engage with candidates easily, to be able to track that data effortlessly, and allow for a better candidate experience. 6) Seamless Social Recruiting. I will build real authentic community with targeted candidates. As these relationships mature and expand, our reach will also. Creating results from our organic posts that will dramatically change the way we recruit moreover the way passive candidates view our opportunities. 7) Easier Sourcing. From requirement approval to final interview, the process should take place within 1 calendar month. 8) Emerging Technology. Our team should take advantage of free online tools such as Twitter, YouTube, etc to communicate authentic messages to our industry peers. These are free tools that I can manage to significant assets to my clients exposure.

Interesting Article Titled: State Of The Union: Today’s CEO by Jonah Manning

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Collectively CEO’s from major organizations ESPECIALLY from publicly traded organizations walk a very tight line. They know, there is actually little they can do outside of analyst expectations that would potentially be viewed negatively and send their stock price on a tail spin. Its no wonder that the feeling most staffing functions get is they''re recruiting efforts are perceived with certain distain. After all, its no secret that majority of executives prefer to use a retained agency to recruit for them rather then using their internal staffing functions... This is often at the director level and above. By the time you reach the CXO level the perception of internal staffing has been greatly diminished in terms of its ability to deliver strategic candidates. Most CEO’s are not concerned with how to do staffing better but rather concerned with “Why it’s not working.” VP’s and heads of staffing rotates much like a head coach from a major league team. Bringing with them their managers and key recruiters from their previous organization. Most of these VP’s are also out of touch with the tactical of recruiting the best candidates. They are forced to hire from outside of the organization, often as contractors, to supplement their efforts. This cycle has continued since the late 90’s until today. This patterns is about to be faced with 3 primary obstacles that are going to send many major organizations into the preverbal dark ages of talent. If what they say is true...that a top performer can bring as much as 10 times the value of even an average employee...then some organizations are about to leave others completely in the dust. Problem 1) Authenticity: just because your organization has a twitter/Facebook account does not mean you are being real. Automated tweets from your RSS feeds of your jobs and press-releases is not what the best candidates are looking for. You need 1:1 employment branding (more on that specifically later). In my opinion, traditional employment branding is dead in the water for $50,000+ salary roles. Problem 2). Speed: Staffing is slow. They are slow to find the candidates, slow to get them engaged, slow to interview, slow to hire, and slow to on-board. I am aware in major organizations that it takes time. I think thats bullshit. In a company of that size, they have the resources to but streamlines in place that fast track the candidate process. Do you know what kinds of candidates slow processes loose? Only the ones that other companies want. Problem 3). Disconnect: The leaderships, especially the CEO’s second highest priority next to revenue is elevating the companies human capital. A best in class organization that is hiring the best candidates in the space, treating the envelop pushing kindness, and paying them double take salaries will elevate the companies sales, perception, and ranking in almost every category. CEO’s need to simply give a shit...and not because share holders are in their ear...but because caring should be in a CEO’s DNA. I hate it when authors problem statements that resonate but leave you rabbit holing through a book or paper trying to find the answer. So here are short answers to the problem statements. I will still elaborate later in the book, but if you are a CEO reading this it will give you enough information be be able to confidentially throw this book at the leadership that is supposed to be running your staffing yelling “WTF.” 1) If you want authenticity, be authentic. First, know you cannot control your message any longer. If you marketing and PR disagree fire them, they are out of touch. You gain authenticity by 1:1 employment branding. This is achieved not by your VP, Director, or front line managers. This is achieved by your hiring managers and your recruiters/sourcers. Each hiring manager/recruiter should spend at minimum 2 hours a day on social branding. The first hour is on creating relevant content to the space they are recruiting for. If the recruiter is not familiar with that space he or she should a blog interviewing

Interesting Article Titled: State of The Union: The Startup by Jonah Manning

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