In the spirit of pushing the boundaries of an unconference for the recruiting community, the first Recruitfest was a small, grass roots event in Toronto. It was a funky gig by all accounts but it was transformative.  As a session leader I had the joy of engaging three groups in free flowing dialogue around talent acquisition practices to build a compilation of the trends, influencers and desired outcomes that were shaping the talent landscape.  As only Jason Davis could do, the event wrapped with a drum circle and party at Jason’s home.  Imagine that!  Jason and Michelle, his wife, opening up their home to everyone that attended.

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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I’m a strong proponent of the idea of “collective engagement” as a means to enhancing a company’s employment brand and talent attraction capability. If you’ve heard me present on talent strategies, read anything about crowdsourcing or explored the platform that’s been in place at InnoCentive you get the idea.  InnoCentive is an excellent example of the potential inherent in collective engagement.  It began as a consortium of pharma companies that were willing to pay out big dollars to solve big problems – like finding an ALS biomarker.  It has since evolved into a very diverse platform from every perspective.  My corporate experience has consistently demonstrated the power of unlocking ideas to solve big problems by bringing together a diverse mix of people to work on a project.  The outcome is far better than if a homogenous group took on the same challenge – I use diversity in the broadest sense of the word – gender, ethnicity, geography, experience, etc…..  

Collective engagement to enhance a company’s employment brand and recruitment strategy gets directly to the heart of where business and talent intersect.  It offers companies new ways of thinking about talent attraction by engaging them at a granular level in their business.  Prospective talent can learn first-hand about the company’s business – its industry, products, markets and even its culture. Companies benefit from the direct talent connections and expand their knowledge base through the project experience – new ideas that generate innovative practices to advantage their products, market positioning, processes and customer engagement.  Ideally, social networking can accomplish this as companies invest in building an interactive community culture.  The key is listening and exercising a commitment to continuous learning.  Much of what we see happening today on social networks is still at the transactional level and companies are missing out on the deeper benefits of collaborative learning.  

This week the U.K. Times Online introduced ‘Business Wisdom’.  Beginning on Monday, March 2nd, leaders from four industries will present business challenges they foresee on the horizon.  The CEOs from each company will then share something about their specific opportunity each week through a video message.   People wishing to participate will be able to join a collective conversation and contribute ideas to help solve the challenge.  Through a “peer review” process the Times will present possible solutions back to the CEOs.  Its encouraging to see the Times leading this initiative and business leaders taking part in the process.  Collective engagement has the potential to further momentum as companies find themselves with greater challenges around global competition and resource constraints.  

Any company can weave collective engagement into their talent and business strategy by taking advantage of social networking platforms, committing to community building, listening to people interested in their company, and engaging in conversations.   Over time there’s the potential for this type of collaboration to redefine how companies define an “employee” and where business contributions comes from.  Ideally I’d like to see an Innocentive approach where contributors are rewarded for their contribution.  As social networking evolves and companies recognize the value of collective engagement the opportunity is not only with recruitment strategies but also in how companies invite their workforce into the conversation to advance collaborative learning, a topic for another post.  I’ll be following the ‘Business Wisdom’ initiative and may even participate.  Maybe I’ll see you there!

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