Published on March 5, 2014
5 Steps to Becoming Strategic Business Partners © 2014 CareerBuilder © 2014 CareerBuilder
Today’s Speakers Keith Hadley Practice Leader – Employment Branding CareerBuilder Jennifer Way President Way Solutions Twitter: @keithhadley Twitter: @WaySolutions © 2014 CareerBuilder ► 1◄
Learning Objectives • Identify the characteristics of a strategic relationship between recruiters and hiring managers • Learn to avoid common traps that keep the relationship from that of healthy business partners • Outline practical behaviors that foster strong relationships at each point of the hiring process © 2014 CareerBuilder ► 2◄
Role Clarity What is the value of each role? What do they each bring to the business? © 2014 CareerBuilder ► 3◄
Organizational Structure Human Resources Executive Leadership Operations © 2014 CareerBuilder ► 4◄
Role and Responsibilities Operations (Hiring Manager) Recruiting (Human Resources) Core of the business Support function Profit center Cost center Separate hierarchy from HR Service to operations Hiring is a fraction of tasks Hiring is 100% of tasks Ultimately responsible for hiring Facilitates the process Drive profitability Efficiency/Risk mitigation/ Ensure quality Recruiting acts on behalf of the business. © 2014 CareerBuilder ► 5◄
Step 1: Setting Expectations Educate Communicate Reinforce Value Service starts with expectations. © 2014 CareerBuilder
Ask Yourself • Do you share the specifics of the process and timing? • Do you call back when you said that you will? • Don’t promise five candidates; instead promise no more than 2-3. • Do you present candidates within the promised timeframe? • Do you interview candidates in a timely way? • Do you provide meaningful feedback? © 2014 CareerBuilder ► 7◄
Focus on Top Talent Saves Time Increases Influence Improves Candidate Experience © 2014 CareerBuilder
Step 2: Balance the Partnership Drive results through influence instead of authority. © 2014 CareerBuilder ► 9◄
Create Influence Knowledge Trust Relationship © 2014 CareerBuilder ► 10 ◄
Hone Business Acumen Political Savvy Numbers Orientation Strategic Discussion Business Acumen © 2014 CareerBuilder ► 11 ◄
Ask Yourself • What numbers drive the business? • What is the politics may affect this role? • How much does it cost to keep this position open? • What is the greatest opportunity for the team? • What are the core challenges to hiring for this role? • What does success look like in this role? • What would failure in this role cost? © 2014 CareerBuilder ► 12 ◄
Share Commitment to Outcomes Connect to daily challenges © 2014 CareerBuilder Focus on key drivers ► 13 ◄ Acknowledge expertise
Ask Yourself • How can you reinforce the value of your services as a recruiter? • What process and timing expectations were set upfront? • What’s the best way to manage expectations throughout process? • How can the hiring manager encourage the recruiter to engage with the business? © 2014 CareerBuilder ► 14 ◄
Step 3: Create Accountability State Service Ask for Action Gain Agreement Follow-up and Document Lead with service, then ask for what you need. © 2014 CareerBuilder ► 15 ◄
Earn Your Say Lend expertise and outline choices. © 2014 CareerBuilder
Assess Hiring Skills Preparedness Attract vs. Assess Candidate Prioritize Time on Questions Anticipate Answers Diagnose interviewing challenges. © 2014 CareerBuilder ► 17 ◄
Step 4: Use Data to Aid Process and Decisions Hiring Data • How long to hire this position last time? • How long does this manager take to hire? © 2014 CareerBuilder Talent Data • Salary median for title • Candidate market (rich, deficient, or recycled?) ► 18 ◄ Labor Data • Supply/Demand • Unemployment numbers
Supply & Demand Example: JAVA DEVELOPER CHICAGO © 2014 CareerBuilder ► 19 ◄
Supply & Demand: JAVA DEVELOPER NATIONWIDE © 2014 CareerBuilder ► 20 ◄
Supply & Demand: HELP DESK CHICAGO © 2014 CareerBuilder ► 21 ◄
Supply & Demand: HELP DESK NATIONWIDE © 2014 CareerBuilder ► 22 ◄
Step 5: Resolve Conflicts Quickly Focus on small improvements: Acknowledge what is working © 2014 CareerBuilder Outline opportunity and benefits Negotiate change
Solutions Orientation Policy vs. Preferences © 2014 CareerBuilder ► 24 ◄
Impact on Hiring Culture • Faster time to hire • Higher quality hires • Provide a consistent experience • Increase equity of employment brand Identify, attract, and select top talent efficiently. © 2014 CareerBuilder ► 25 ◄
Stay in touch! firstname.lastname@example.org email@example.com Twitter: @keithhadley Twitter: @WaySolutions © 2014 CareerBuilder ► 26 ◄
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