Do organizations know more about their inventory and customers than their current and prospective workforce?

Designing a strategy to service the organization’s talent needs has become increasingly complex. Shifts in the business climate decrease predictability and require the organization to be more agile and develop the ability to quickly identify changing talent needs to support the pursuit of new opportunities. The persistent introduction of new technologies, which often open new talent channels, requires the talent acquisition function to assess structure, roles and resource allocation more frequently to recalibrate quickly and develop a response capability to deliver results. The ability to evaluate which vendors, technologies and channels are “right-fit” to support the talent strategy require clarity, discipline and a new set of skills for the function. Agile thinking, curiosity and comfort with risk are required skills for talent acquisition leaders. Achieving clarity around the organization’s talent philosophy is critical to realizing alignment across the HR function, allowing talent acquisition to move quickly and unencumbered. An example of this is the resistance and / or lack of understanding around the value of social media. On one end of the spectrum doubt and fear persist, which is comparable to the response when the Internet arrived and offered up an opportunity for mainstream recruiting use. On the other end of the spectrum is the over zealous who partake in what I’ve referred to as “socializing” job postings and reducing an important strategic element to tactical application by seeing social channels as one more place to push out jobs without taking the time to understand either the nuances or risks.

Talent Acquisition as Talent Broker

If we agree that the mission of talent acquisition is to effectively resource the organization to solve business problems, support the pursuit of business opportunities, enable effective competition and sustain an appropriate level of momentum then an opportunity exists to assess how effectively the organization is resourced. Determining the current state of talent acquisition – talent philosophy, structure, resources, and technology, will be required to effectively develop the response capability to serve the organization’s needs.

Developing a talent community strategy can answer many of the organization’s resource needs. Depth of knowledge around the existing workforce and external talent market work in synergy to frame an effective strategy. Insight into the composition of the existing workforce – succession planning, skill gaps, competencies, employee interests and potential inform external recruitment needs when aligned and recalibrated with the strategic business plan. Identifying needs around skills, experience, level, geography and cultural fit offer a starting point. Developing a talent plan that identifies the type of talent – employee, contractor, contingent, or temporary, is what will further support the organization’s agility needs and allows the talent acquisition function to operate as a Talent Broker and business service provider. Today’s approach to managing this talent mix is often fragmented and doesn’t serve the organization, business leaders or Talent effectively. Designing a strategy that supports building a holistic community that allows Talent to identify the type of work relationship that interests them advances talent acquisition’s contribution in servicing the organization and delivers a more robust view into available talent. This approach also recognizes the shifting preferences of the workforce. Desire to have greater flexibility, mobility and choice in how and when people work and what they work on is increasing. Operating from a Talent Broker model allows leaders to have a single point of contact to find the right resource to support their business needs.

Extending the Value of Community Management and Brand Engagement

The competition for flexible “project talent” will increase as organizations seek to achieve workforce strategies that are sustainable and adapt quickly and easily to shifting business needs. The influence of social technologies, ease of access to networks and desire to connect has made Talent a shared global resource. Keeping talent engaged and interested in your brand and business is not going to get easier. Building a holistic community strategy is a natural extension of sourcing. Leveraging smart, targeted reach to identify and attract targeted Talent into a community relationship is just the beginning. The artistry and value comes through developing strategies around engagement to keep Talent connected. Extending sourcing to include initial screening to assess for skills, cultural fit, interest and readiness to join the company provides recruiters with a valuable community from which to re-partner with sourcing when business needs arise requiring a talent response. Tracking deployment against active projects and accumulated experience results in rich and valuable talent profiles that not only allows recruiters to respond quickly to hiring managers but to also be proactive when working with their business partners on anticipated needs. However, Talent needs to be kept engaged and continuously reengaged. By pursuing an integrated community management approach that intersects with sourcing and recruiting, the talent acquisition function evolves to a new level. Crafting relevant communications and designing opportunities for Talent to further engage with the brand through co-creation programs, “idea labs” or collective innovation projects is what can differentiate the brand and a recruiters ability to learn more about Talent and identify key contributors. The talent community manager’s role is to coordinate the creation and dissemination of targeted content, facilitate conversation in partnership with internal stakeholders, and potentially identify Talent for recruiters to further engage with. This approach leverages the interdependent relationship between the organization’s business strategy, talent acquisition and Talent. New talent acquisition tools like CRM support Talent segmentation and targeted communication. Combined with social tools like Socialcast takes Talent’s experience to a new level, supporting further connection, learning, engagement and possibly even loyalty.

The Benefits

This approach doesn’t necessarily require additional resources. It does however require talent acquisition functions to restructure in order to leverage the value of social media and engage Talent at a more relevant and visceral level around the business. Reallocating recruiting advertising / marketing budgets and assessing existing people resources can support designing a new structure that supports a community – based talent strategy. The benefits are significant. The organization benefits from increased Talent agility and enhanced market awareness – who is interested in the brand, what are their ideas, what do they want to do and when do they want to do it. Engaging Talent around the “business of the brand” facilitates increased collaboration to drive innovative ideas. Talent benefits by having a fun, engaging experience with the company, continuous learning and the ability to share their interests to move in and out of the organization in alignment with their career objectives. The talent acquisition function benefits through a holistic view of Talent to resource the organization and advance to the role of Talent Broker to deliver additional value and support the organization’s strategy.

In closing, I can’t think of a better quote to sum up the opportunity for business and Talent to connect in a more meaningful way and for the talent acquisition function to assume the role of Talent Broker.

“We grew up isolated.

The future is connected.”

“I think this changes everything…

If we let it.” Seth Godin

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Having just wrapped my second Recruitfest experience I feel like this was another first.  Two years and the maturing of RecruitingBlogs has made a tremendous difference to the scope and format but the spirit was the same.  Perhaps two years ago Recruitfest was like a rebellious teenager and this year it was more like a spunky, young adult not content with the status quo and still pulsing with the persistent determination to make a difference and carve a new, experiential path to learning.  Jason’s team has grown to include Miles Jennings and Ashley Saddul – the genius behind the quality live stream.  Personally, I like events that push the talent agenda and serve as a format for discussion and learning, and Recruitfest 2010 certainly delivered.  In partnership with Monster and through the support of a number of sponsors, the Recruitfest live stream reached thousands of people globally – 38 countries, and every state in the U.S.

Eric Weingardner was invaluable as coordinator and host.  His passion and wit delivered engaging commentary throughout the day.  Eric’s and Jason’s onsite teams delivered a flawlessly executed event.  Is there room for more, sure!  Enhancing the virtual experience by making it more interactive or hosting simultaneous live stream events that bounce from geo to geo will come.  But, the value and meaning of Recruitfest cannot be underestimated.

Three areas that made a difference:

The people and the conversation. The mix of presenters brought a diverse, progressive and dynamic dialogue to life.  The panel discussions were some of the best I’ve seen and participated in.  They were unscripted, candid, authentic and dynamic.  Real and raw.  It was the fishbowl concept and it worked beautifully.

The reach. We are part of a global community.  Talent is increasingly a global marketplace.  Pushing the conversation globally to challenge the state of talent acquisition to share, learn and advance the practice is not only timely but necessary.  After all, our work is about people and business.  Its about the passion and ability to enable both to accomplish more together than is possibly otherwise.

Purpose. What was perhaps most energizing for me about Recruitfest 2010 was the raw authenticity.  There was a common thread of people and purpose, something that all too often gets lost in the crazy, day-to-day pressure of recruiting.  And, that is also the problem.  We cannot lose sight of people and the power of connecting people to purpose and business to people.  Yes, we have the persistent emergence of new tools and technology to manage.  But, when the focus on people is lost we dilute the value of our profession and dilute the value of our brand, whether it be the individuals or organizations.

The dialogue:
The event kicked off with Chris Hoyt of PepsiCo speaking about their glocal brand strategy and the power of a simple question – “Why do you do what you do?  The Candidate’s Bill of Rights Panel with Gerry Crispin, Chris Hoyt, Charlie Judy, Jason Lauritsen and Mike Ramer could have continued for days, which demonstrated the critical importance of getting refocused on the candidate experience.  I think too often the importance of the candidate experience gets overcomplicated.  My question – what’s getting in the way?  Is it the very essence of the talent philosophy, the technology and embedded functionality, or how the function is resourced?  If you want to get to the heart of what gets in the way start with these three areas.

Sarah White and John Nykolaiszyn led a discussion on the importance of blending and articulating personal and organizational brand, which has quickly become a topic worthy of more time, understanding and intention.  Tim Dineen’s quick hit preso on SEO to enable better search results demonstrated the continued importance of a topic and technique the industry has room to leverage further.

I was honored to participate in a discussion with Joe Gerstandt, China Gorman and Jason Lauritsen on the true value of social recruiting.  If you didn’t catch us live I’ll give you a hint – its not just about the technology.  In fact, the over emphasis on technology has resulted in minimizing the power of social recruiting to just another tactical tool – watch for the video archive to be released.  I also had the pleasure of presenting with Master Burnett on the future of the talent acquisition function.  Apparently my comment on just-in-time (JIT) recruiting too resulting in just-behind recruiting caused a few sparks.  I suppose that’s the risk of a 20 minute teaser conversation. With respect and admiration to Glenn, he is one of the few who frames JIT with specifics and intention so I can understand his response, although we definitely need to have a conversation on the value of talent communities! Well, let me clarify again the context of JIT during my preso.  When recruiting functions operate with an “in the moment” on demand philosophy or approach it has been called  JIT, absent of course a complete reference to the full significance of the model.  When recruiting operates as a reactive function JIT becomes just-behind  because its just that – reactive, and your behind by the time you begin given the process time and absence of an anticipatory approach and alignment with the business strategy and a workforce plan.  A proactive approach can also be framed as an adaptive strategy.

Oh, and my take on the future of the talent acquisition function? The Function is positioned to be the talent broker for the organization but only if its pursued with intention, strategic action and alignment with the business strategy – more to come!

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Here’s a preview of my session and I hope to see you there!
Is social recruiting just another sourcing tool—a way to promote job postings and find potential candidates? Or is it a pathway to building a sustainable talent community and another tipping point in the evolution in recruiting?

The tools we have access to today deliver benefits that you won’t find through other sourcing vehicles. Harnessing the true power of social networking is about active talent communities. Talent communities provide a forum that enhances the relationship between candidates and your brand by inviting talent to engage in conversation rather than transactional activities and messaging.

In this interactive session, we’ll take all 200+ of you and create a massive brainstorming community of our own. We’ll look at community development through the eyes of talent and the organization. By organizing into sub-groups we’ll leverage our collective intellect to tackle key questions and begin shaping a sustainable recruiting strategy.

Some of the questions we’ll address include:

• How can you attract talent to your community, engage them, and give them a reason to keep returning?

• How can talent be inspired to help you grow the network?

• How will you convert a community member to a hire?

• How can your company approach social recruiting to build a sustainable strategy?

• How can the recruiting function create greater value for the organization?

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