Advance Your Recruiting Career with CEB Insights [Webcast]

Advance Your Recruiting Career With CEB Insights

#hiretowin

Advance Your Recruiting Career With CEB Insights

Moderator Guest Speaker

Esther Lee CruzInsights & Content Marketing Manager

LinkedIn

Dion LovePrincipal Executive Advisor

CEB

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© 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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Differentiating Talent Advisor Capabilities

recruiters who currently qualify as Talent Advisors.

19%

15% 15%

33%48%

52%

Process Expert

Pipeline Manager

Strategic Advisor


MOVE BEYOND PROCESS MASTERY TO STRATEGIC INFLUENCE

Relative Impact of Recruiter Capabilities on Recruiter Performance

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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

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20%

17%16% 16%

15%14% 14%

12% 12%11%

10% 10%9%

8%

Pipeline Manager Capabilities

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HIGH-IMPACT TALENT ADVISOR CAPABILITIES

Impact of Talent Advisor Capabilities on Recruiter Performance

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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


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Recruiters don’t always prioritize high impact skills


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Fastest growing skills also aren’t high impact


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Challenge 1


Challenge 3


capabilities?

Challenge 2



Insight #1



Insight #2

On the job learning is an under-utilized yet

powerful technique

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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


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

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Challenge 1


Challenge 3


capabilities?

Challenge 2



Insight #1



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


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


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



INSIGHTS ACTIONSIMPERATIVES

Prioritize tasks that require talent advisor capability to optimize impact

Develop capabilities real-time through on-the-job learning


I will achieve talent advisor impact through focusing on capabilities beyond process, developing them on-the-job, and prioritizing where I use them.



Focus development on capabilities beyond process



INSIGHTS IMPERATIVES ACTIONS


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…


Develop capabilities real-time through on-the-job learning


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


https://rr.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101128911


https://rr.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=101274078&fs=1&q=on+the+job&program=&ds=1

https://rr.executiveboard.com/Members/ELearning/Abstract.aspx?cid=101154740


https://rr.executiveboard.com/Members/ELearning/Abstract.aspx?cid=101154760

https://rr.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=100105424&fs=1&q=smart+sourcing&program=&ds=1

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Recruiting & HR

Advance Your Recruiting Career with CEB Insights [Webcast]