They sure do; and I’ve talked about it quite a bit. I feel somewhat able to pontificate on the subject as I’ve not only worked for an agency, been an internal recruiter, and managed corporate recruiting teams, but have also held numerous HR leadership positions over the years.
If we imagine we’re just one ginormous agrarian society, the recruiters are like the hunters and gatherers who track down the talent; they’re out there fishing in the pond where no-one-else is fishing. The HR practitioners are back home tiling the soil; waiting, as it were, for the food to come to them.
It’s endlessly fascinating to me why these two groups – all invested in finding the right people for the right jobs at the right time – have such differing views on what talent attraction and acquisition looks like. So often, I continue to find, the HR leaders/practitioners in an organization operate via the ‘staffing’ model; let’s open the req, confirm the job description, blast an advert of some sort, and assume the people will come to us. Make the offer, close the req, and wait until the next person quits and we have to fill the same job all over again.
Is it a matter of time and resources for many HR practitioners? It can be. One of the #truBatonrouge attendees was from a rapidly growing organization with 600 employees where it’s no doubt a challenge to create a strategic sourcing and recruiting strategy when there are 3 people in the entire HR Department and they also handle payroll, benefits, comp, FMLA/ADA/WC, employee relations, etc. etc. etc. Out of necessity, perhaps more than anything else, they’ve migrated to a model where the hiring managers are fully empowered to handle all their own hiring; HR manages the process, workflow, and tools, but is hands off unless specifically asked to participate.
Without a dedicated recruiter the 25+ open positions they have (I checked) are, more than likely, being blasted to job boards in an attempt to get as many warm bodies loaded into the recruitment funnel as possible.
It’s the HR way.
And I anticipated this sort of tension – if that’s the right word – to rise to the top when I planned the event. Knowing the market here in south Louisiana the attendees were a varied bunch: we had a handful of recruiters, a gaggle of HR professionals (generalists who have recruiting as one of their responsibilities), some entrepreneurs, a health care executive, a bunch of organizational development folks, and a few communication/marketing professionals.
So what did we talk about?
I led a track on the “The Problem with Job Interviews” which focused on exploring things like uselessness due to lack of planning and our focus on hiring for “fit” when we don’t even know what that really means. We dove into the impact of bias – with confirmation bias being one of the biggies as we seek to confirm our initial gut feeling from the first 90 seconds with an applicant. We chatted about the use of data. We conversed about how many interviews is too many; one attendee reported he had multiple visits and met with 15 interviewers for a job. Sweet fancy Moses.
Casey Kugler led a track on “Recruiting Tips from a Corporate Recruiter” and discussed sourcing and searching strategies. He shared the results of an experiment he recently conducted to see if taking the time to personally construct LinkedIn communication (“Hi Joe…I see you like Pearl Jam!”) garnered more results than generic messages (note: he saw a 3% improvement). Darren Sherrard, Associate Director for Recruitment with the VA, discussed recruitment marketing and specifically chatted about paid vs. earned media as well as the evolution/merging/blurring of PR and recruitment marketing.
We had a track called “Fear and Loathing in Succession Planning” and dove into the topic “Are YOU the only one who cares about your Performance Management Program” with Sandy Michelet. The latter discussion was interesting; enough HR/OD people expressed a desire to hang on to numbers, rankings, ratings, and forms that it appears the shitty performance appraisals we’re often saddled with aren’t going anywhere soon.
We wrapped up the day with a free-wheeling discussion merging all sorts of topics together with a focus on how HR/Talent professionals can, perhaps, innovate; wellness (ugh!), use of technology, the digital divide, and spirituality in the workplace/business environment all landed on the table.
It. Was. Awesome.
We held #truNOLA in 2012, but I wanted to hold an event in Baton Rouge to gather more people together who have an interest in talent, recruiting and the evolution of work. I wanted varied experiences and differing opinions. I wanted people to meet and connect and build community.
And we did.
Thanks to Devin Lemoine and the team at Success Labs for providing the space and hosting us for the day, and thanks to my friend Bill Boorman, founder of #tru, who believes in building this global community.
“Those HR people and recruiters can get on the same page after all.” (me)