I am a big fan of process efficiency, in fact its one of my passions. I have always struggled with inefficient processes and SOP’s. When Jeff introduced me to Scott, I found someone who shared my passion for processes and recruiting efficiency. Scott and I hope that you’ll be compelled to join our session on Process Excellence. As consultants, we have both seen clients and organizations mired in methodology that simply doesn’t work.
The Opportunity…
Imagine a world where you can get a university degree in talent acquisition and management and where there is no reason and has never been a reason to link recruiting to human resources. We think that in the future of Talent Planning & Strategy, recruiting / staffing will separate from HR and become it’s own distinct business function where recruiters are compensated uniquely (although like sales). The acquisition of talent will be as valuable and as much of a business function as sales. There will be real forecasts, real cost of talent acquired (cost of goods sold) and real stock market consequences for failing to staff the organization against the forecast.
The opportunity is to a) understand what such business rigor does to the recruiting processes that you use today? B) Is it possible to have a common recruiting process language that transcends industry?
The Problem...
To date, “recruiting” has been managed as more art than science. Recruiters have operated with a high degree of latitude and autonomy as they…
1. Interpret the needs of hiring managers
2. Develop a sourcing strategies
3. Screen applicants
The problem - how do you take a business function stocked with individual contributors accustomed to operating instinctively and migrate to more of a systemic, scaleable, transparent and repeatable set of business processes?
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