人力资源领袖月刊：适应动态世界的弹性招聘HR+Leaders+Monthly：Resilient+Recruiting+for+a+Dynamic+World

DynamicWORLD

October2023

RESILIENTRECRUITING

FORA

Editor’sNote

Thepastfewyearshavebeentoughforrecruiters,andtherearenosignsofreliefinsight.Increaseddemandsfromthebusinessandlargenumbersofunfilledrequisitionshaveledtounsustainableworkloads.Recruiting

teamsarestillexpectedtofindandattractthebestavailabletalentevenasbudgetscontractandhiringslowsdown.Atthesametime,organizationsarestrugglingtoretainemployeesandkeepthemfrombeingpoached

bydeep-pocketedcompetitors.Sure,arecessionmightcomealongandcauselaborcostsandcompetitiontofall,butwaitingforexternalconditionstochangeisn’tastrategy.

Tosucceedinthischallengingenvironment,CHROs,recruitingleaders

andotherHRexecutivesmustworktogethertobuildstructures,strategiesandpracticesthatenabletheorganizationtoattractandhiretalent

cost-effectively.Theymusthelphiringmanagerscraftjoboffersthat

arefair,competitiveandattractivetocandidatesbutaffordablefortheorganization.Theymustdeveloprobustplansformeetingcriticalskills

needsandensuretheorganizationisnotspendingbeyonditsmeanstobuyskillsitcouldjustaseffectivelybuildorborrow.

ThisissueofHRLeadersMonthlydelves

intotheseissues,startingwiththecentralchallengeofdesigningtherecruiting

functiontoweatherconstantchangesinlabormarketconditionsandhiringneeds.Howdoyoumakeforecastingmoreagileandallocaterecruitingresourcesmore

flexibly?Howdoyouenablerecruiters

toconstantlyupskillandimprovetheir

influenceonthebusiness?Whatmakesajobpostingattractivetoacandidateinthismarket?Thisjournalcontainsanswerstoallthesequestions.

Wealsoofferinsightsintotheessentialrelationshipbetweenrecruitingand

rewards.Otherarticlesexplorehow

toleveragecandidatetrustinhiring

managerstomakeeffective,transparent

paypitches,aswellashowtohire

competitivelywithoutjustthrowingmore

moneyatcandidates.Finally,wehear

fromPepsiCoFoodsNorthAmericaCHRO

PatrickMcLaughlinaboutwhyemployers

needtorethinkthevaluepropositionfor

frontlineemployeesamidanenduring

shortageofavailableworkers.

ThisjournalprovidesHRleaderswitha

varietyofideasandtoolstomaketheir

organizations’recruitingteamsmore

resilient,theirstrategiesmoreresponsive

andtheirtacticsmoreeffective.Putting

theseinsightsintopracticewillhelpyour

organizationremaincompetitiveinthe

labormarket,nomatterwhatchanges

anddisruptionslieahead.

JonahShepp

HRLeadersMonthly-October2023|2

EnlistHiringManagerstoBuildCandidateTrust

inPayTransparency

21

Design

WalterBaumannRobertBirckhead

ZanaBruner

CarolineHolloway

Authors

JamieKohn

TessLawrence

CarolineOgawaTruptiRaipure

CarmenvonRohr

Editor

IanWhiteley

ProjectManagers

LaurenAbel

LindsayKumpf

JonahShepp

CarolinaValencia

Contents

BuildaRecruitingFunctionThatScalesWithYourHiringDemand

4

SetRecruitersUpforSuccessinaHigh-PressureEnvironment

12

28

QuantCorner:

HowOrganizationsareUsing

GenerativeAIinRecruiting—

andHowIt’sGoing

30

OptimizeJobPostings

ExecutiveSponsorPeterAykensEditorinChiefJonahShepp

ManagingEditorCarolinaValencia

AssociateEditorTessLawrence

ContributingEditorCharlieBeekman

foraGoodFirstImpression

36

HowtoFillCompetitive

RolesWithoutBreaking

PayGuidelines

43

RethinkingtheFrontlineEVP,AnInterviewWithPatrickMcLaughlin

48

MetricsoftheMonth:

LaborMarketShows

SignsofNormalizing

BuildaRecruiting

FunctionThat

ScalesWithYour

HiringDemand

byJamieKohn

Amideconomicuncertaintyandhiringvolatility,recruiting’s

credibilitydependsonitsabilitytoscaleupanddownquickly

asdemandchanges.Recruitingleadersmustmovetoan

agileforecastingprocess,buildflexibilityintoresourcing

decisionsandprotectinvestmentsintalentattraction.

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HRLeadersMonthly-October2023|4

Hiringvolumefluctuatesfarmore

todaythanintheyearsleadingupto

thepandemic(seeFigure1).IntheU.S.,

averagehiringvolumevolatility—as

measuredbytheaveragepercentage

changeinjobopeningsfrommonthto

month—hasincreasedby87%from2018-2019to2022-2023,accordingtotheU.S.BureauofLaborStatistics.1Thisvolatility

isn’tlikelytogoawayanytimesoon.Withachallengingeconomicenvironmentandpersistenttalentshortages,organizationsarestrugglingtocontaincostswhile

ensuringtheyhavethetalenttheyneed

tosupportgrowth.Thesecompetingpressuresmayleadtomoresuddenchangesinhiringneeds.

Nobodyknowsthisbetterthanrecruitingleaders,whointhepastthreeyearshaveexperiencednear-totalhiringfreezes

andmassivehiringsurges.Now,amid

economicuncertainty,manyorganizations

areslowingdownhiringandrecruitingfunctionsarescalingback.Butafter

strugglingtoscaleupduringthehiringsurge,manyrecruitingleadersare

reluctanttomakedeepcuts.

Inaneraofhiringvolatility,recruiting

leadersmustbuildafunctionthatcan

scaleupanddownquicklyasneeds

change.Thisadaptabilityiscritical;80%ofrecruitingleaderssaytheirfunction’scredibilitydependsonitsabilitytoadapttochangingbusinessneeds.2Tobuildascalablerecruitingfunction,recruiting

leadersmust:

•Developanagileforecastingprocesstogetaheadofchanges.

•Buildflexibilityintoresourcingdecisions.

•Protectinvestmentsintalentattraction.

»Figure1:MonthlyFluctuationinU.S.JobOpenings,2018-2019and2022-2023

PercentageChangeMonthOverMonth

2018-2019

2022-2023

12%

Averageof

2.3%change

from2018

0%

through2019

Averageof

4.4%change

-12%

fromJan2022toJuly2023

Source:U.S.BureauofLaborStatistics,JobOpeningsandLaborTurnoverSurvey

Note:Averagechangevalueswerecalculatedbyfindingtheabsolutevaluesof

percentagechangevalues,thenaveragingacrossthetimeperiod.

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HRLeadersMonthly-October2023|5

TableofContents

HRLeadersMonthly-October2023|6

DevelopanAgile

Only22%ofrecruitingleaderssaytheyhavehighvisibilityintothebusiness’shiringneedsforthecurrentyear.

Source:2023GartnerRecruitingExecutiveKPIBenchmarkingSurvey

ForecastingProcess

Economicuncertaintyreducesvisibility

intohiringneeds.Businessleadersmay

pausestrategicinitiatives,onlytounpause

afewweekslaterwhenthefinancial

outlookshifts.Further,uncertaintycan

keeppeopleinjobsthey’dliketoleave,

creatingamassivesurgeinattritionas

Ratherthanfocusingonleaderinput,

recruitingleadersshouldcollectbottom-

upinputfrompeoplewhoareclosertotheworkbeingdone(e.g.,hiringmanagers,

groupmanagersandHRbusiness

partners).Theycanalsointegrateanalytics

intotheirforecastcreation.Forexample,ifabusinessunithaslower-than-averageattritionduringadownturn,recruiting

leadersmightplanforaspikeinattrition(andthereforehiringdemand)once

economicconditionsimprove.

Progressiverecruitingfunctionsbuilda

moreagileforecastingprocesstomaintain

visibilityintobusinessneedsasthey

change.Todothis,theygatherhiring

needsfrommanagerswithbetterinsightintothework,andtheyreviewforecastsregularlywiththebusiness.

ShiftFromTop-Downto

Bottom-UpCreationoftheHiringForecast

Typically,businessleadersworkwith

financetodeterminehiringprojections,

whicharecascadedtorecruiting.These

soonasconfidencegrowsinthebusiness

climate.Withoutanaccurateviewof

upcominghiringneeds,recruitingleaders

struggletoadaptresourcing.Thislack

ofvisibilitycanleadtocostlystaffing

decisions(e.g.,decidingtousecontract

labor)andlongertimetofillroles.

forecastsmayprojectthenumberofhires

accuratelybutoftenstruggletoaccurately

predictthetypesofhiresneeded,where

theywillbelocatedorwhentheyneedto

happen.Thesefactorscandramatically

shiftthetimetofillarole,andthe

resourcesandexpertiseneeded.

CaseinPoint

CommonwealthBankofAustralia

BusinessTAStrategyStakeholderManager

TAstrategymanagers

identifyasignificantgapbetweenforecastand

actualhiringnumbers

DiscussionandSignoffonNextStepsto

RespondQuickly

InterventionWith

BusinessStakeholder

Trigger

Let’stalkabouthow

wecanmanagethis

unexpectedhiringsurge.

CommBank’sAdaptive

HiringForecasts

CommonwealthBankofAustralia

(CommBank)createdadedicatedtalentacquisitionstrategymanagerroleto

updatehiringforecastsquarterlyinclosepartnershipwithbusinessleaders.In

additiontothequarterlyreview,talent

acquisitionstrategymanagerssetupanearlyinterventionwithbusinessleadersiftheyidentifyademand-shifttrigger,such

asahighvariancebetweenprojected

andactualrequisitions(seeFigure2).

Earlyinterventionhelpstherecruiting

teamreprioritizerequisitionsandshift

resourcestomeetemerginghiringneeds.Theseadaptivehiringforecastsposition

CommBanktonavigatesuddenchangesinthetalentmarketandrecruittoptalenttosupportorganizationalgrowth.

»Figure2:CommBank’sBusinessIntervention

ProcessTriggeredbyHiringForecastVariance

OptionsforManagingDemandShifts

1.Resourcingsupport

2.Prioritization–Deprioritizenoncriticalrequisitionstomeetdemandontime

3.Servicetrade-offs–e.g.,increasedvolumebut

slowertimetofill

Source:AdaptedFromCommonwealthBankofAustralia

ShiftFromStatic

HiringPlanstoRegularDiscussionsWiththe

Business

Formostorganizations,hiring

forecastsarecreatedonlyonce,atthebeginningoftheyear,in

alignmentwiththefinancialplanningprocess.Then,whenadditional

requisitionsariseduringtheyear,

recruitingstrugglestoaccommodate

theadditionaldemand.Recruiter

workloadsbecomeunmanageable,andservicelevelsdecline.

Byregularlyreviewingandupdatinghiringforecasts,recruitingcanbetterprioritizetherequisitionsmostcriticaltobusinessgoalsanddevelopaplanforresourcingthem.

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HRLeadersMonthly-October2023|7

BuildFlexibilityInto

ResourcingDecisions

Recruitingleadersaregettingone

messagerightnowfromtheirCHROs:domorewithless.Atepideconomicoutlookcombinedwithsoaringcosts

havepushedorganizationstocut

costs.Eighty-onepercentofHRleadersreporttakingsomekindofcost-savingmeasures,includingcutstorecruitingbudgetsaswellashiringfreezes

orslowdowns.4However,avolatile

environmentcanmakecost-cutting

dangerous.Organizationsthatlaidoff

recruitersin2020struggledtohirethemin2021,ultimatelypayingapremiumforsometimeslower-qualitytalent.Today,

recruitingleadersneedtorightsizethefunctionwhileensuringtheyareagileenoughtoscaleupasdemandgrows.

Progressiverecruitingfunctionsbuildflexibilityintoresourcingdecisionstoallowthemtoadaptascircumstanceschange.Todothis,theymaximizetheir

abilitytorepositionrecruitingstafftohigh-needareas,andtheyshiftservicelevel

expectationsasrecruiterworkloadschange.

RepositionRecruitingStafftoHigh-NeedAreas

Recruitingstaffcompensationisthelargestexpenseforrecruitingfunctions,makingupabouthalfofannualrecruitingexpenses.2

Forthisreason,budgetcutsoftenmean

pressuretoreducerecruitingheadcount.

However,recruitingleadersneedtoensuretheyhavetherightstafftoscaleupwhen

hiringvolumesincrease.Tobuildflexibilityintostaffallocation,recruitingleaders

shouldconsiderthefollowing:

•Rethinkrecruitmentprocessoutsourcing(RPO)usage.WhileRPOfirmscanhelp

recruitingfunctionsscaleupanddown,particularlyforhigh-volumehiring,

theycanalsobecostlyandinflexible.Bybringingmorerecruitingin-house,

recruitingleadersmaybemoreabletomovestaffashiringneedschange.

•Ifthefunctionisprimarilystaffedbyend-to-endrecruiters,considershiftingsomeworktocoordinators.Coordinatorscan

managethemoreadministrativepartsoftheprocess,enablingrecruiterstostayfocusedonhigher-valueactivities.

•Organizerecruitersinfluidteamsthat

specializeincriticalskillsets.Intheeventofahiringfreezeorsurge,recruiterscanberepositionedtohireforthatskillsetinadifferentgeographyorbusinessunit.

In2021,only31%ofrecruitingleaderssaidtheyreassessedtheirrecruitingbudgetallocationsmonthlyorquarterly.In2023,thatnumberroseto58%,suggestinggreatervolatilityinresourcingforthefunction.

Source:2021and2023GartnerRecruitingExecutiveKPIBenchmarkingSurveys

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HRLeadersMonthly-October2023|8

CaseinPoint

Manulife

Manulife

Manulife’sSkills-Based

MatrixedRecruiterAlignment

Asthevolumeforcriticalskillshiringrose

acrossregionsinAsia,Manuliferestructured

itsrecruitingteamtoaligntospecificskill

sets.Skillsteamscollaboratetodeepentheir

skillsexpertiseandstrengthenrelationships

acrossteams.Whenhiringsurgesfora

particularskillset,Manulifemobilizesskills

teamsacrossgeographiestorespondto

thesurge(seeFigure3).Thisapproach

acceleratessourcingandattractionby

aligningrecruiterswithexpertiseintheskill,

notjustthosewithlowerworkloads.

»Figure3:Manulife’sReallocationofRecruiterstoManageHiringSurge

HiringSurgeforTechnologyRoles

TypicalWorkload-BasedSurgeResponseManulife’sSkills-BasedResponseTeam

High

High

TechProduct

Low

Low

ProductSales

Sales

Tech

Tech

HighHighLow

7

7

Slowerresponseduetoalackof

labormarketexpertisefortechskills

Acceleratedresponsetimeduetoexpertiseonsourcingandattractingtechtalent

Source:AdaptedFromManulife

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HRLeadersMonthly-October2023|9

AdaptServiceLevels

toRecruiterWorkloads

Hiringvolatilitycancreatemassivefluctuationsinrecruiterworkloadsinashorttimeframe.Thebiggestchallenges

cancomefrommaintainingahighlevelofservicetothebusinesswithamountingrequisitionload.Thispressurecanleadtoburnoutandattrition,whichonlyexacerbaterecruitingchallenges.

Ratherthantryingtomaintainservicelevels,recruiting

leadersshouldflexservicelevelsbasedonrecruiters’

currentworkloads.Thus,arecruiterwhoisat150%of

theirexpectedcapacityisnotexpectedtodeliverthe

samelevelofconsultativepartnershipastheywouldat

theirusualworkload.Thesecapacity-drivenservicelevelsfreerecruiterstoadjusttheirworkflowswhilesettingclearexpectationswiththebusiness.

ProtectInvestmentsinTalentAttraction

Astrongbrandreputationandasolidpipelineof

interestedcandidatesarealwaysimportant,evenwhen

theorganizationisn’thiring.Layoffsorhiringfreezescandamagethebrand,anduncertaintycanmakecandidatesmuchhardertorecruitastheybecomemorerisk-averse.Recruitingleadersmustdoubledownonbrandingand

attractionefforts,eveniftheyarecuttinginvestmentinotherareas,buttheymustalsotailortheseeffortstotheinternalandexternalhiringenvironments.

Toboostbrandingeffectivenessthroughvolatility,

recruitingleadersshould:

•Auditbrandmessagestomakesuretheyconnectwith

candidates’needs.Asthejobmarketswingsfromhot

tocold,candidatesmaylookfordifferentthings.For

example,high-profiletechlayoffsearlierthisyearshiftedtechworkers’jobsearchfromtechstartupstoestablishedfinancialinstitutionsthatofferedmorestability.5

•Workwithcommunicationsleaderstocreatequickandauthenticmessagesaboutlayoffsorhiringfreezes.Thesecanbeusedoncareerwebsitesaswellasin

candidatecommunicationstobuildtransparencyandtrust.Regularupdatesareessentialforcandidates

alreadyinthehiringprocess.

•Equiprecruitersandhiringmanagerswithmessages

tosharewithcandidatesaboutorganizationalstability,especiallyinlightoflayoffs.Guidemanagerstoaddresslayoffsorhiringfreezesdirectlyandexplaintheirimpactontheopenrole.

1

JobOpeningsandLaborTurnoverSurvey

,U.S.BureauofLaborStatistics.22023GartnerRecruitingExecutiveKPIBenchmarkingSurvey.This

surveywasconductedtounderstandthescaleoftherecruitingfunction,staffingandstructure,recruitingfunctionchanges,budgetallocation,paytransparencyandinternalmobility.Thedataisusedtocalculatepopular

recruitingbenchmarks,includingcostperhire,hiresperyearandrecruitingfunctionalstructure.Thesurveywasconductedonlinefrom21Marchthrough5May2023andcontainsresponsesfrom60recruitingexecutiveswith

representationfromvariouscountriesandindustries.

32021GartnerRecruitingExecutiveKPIBenchmarkingSurvey.This

surveywasconductedfromAprilthroughJune2021andpolled36recruitingexecutivesonthescaleoftherecruitingfunction,staffingandstructure,

budgetallocation,employmentbrandingandrecruitingfunctionchanges.Thisdataisusedtocalculatepopularrecruitingbenchmarks,includingcostperhire,hiresperyearandrecruitingfunctionalstructure.Respondentsweredistributedamong10countriesand16industries.

42023BenchmarkwithGartner:AffirmativeAction,Apprenticeshipsand

CandidateExpectations(23August2023).78HRleaders.Thiswebinar

waspartofamonthlyseriesoflivebenchmarkingsessionscoveringthetopinternalandexternalconcernsthatimpactkeytalentdecisionsHRleaders

needtomake.ThesesessionsenableHRleaderstodiscussstandstheirpeersaretakingontimely,criticaltopics.Inthissession,78HRleadersattended,

representingaspectrumofindustriesandaglobalcohort,withafocusonNorthAmerica.Resultsfromthesesessionswerecompiledintoafinalbenchmarkingreport.

5

Almost200,000JobCutsinTechPushesNewGradstoWallStreet

,Bloomberg.

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HRLeadersMonthly-October2023|10

MarkyourcalendartoattendthepremierconferencesforCHROsandtheirHRexecutiveteams

JoinusattheGartnerReimagineHRConferencetonetworkwithHRleadersfromglobalorganizations,connectwithGartnerexpertsandexplore

solutionstoyourcriticaltalentprioritiesinHR,recruitingandmore.

GartnerReimagineHR

Conference

4–5December2023

Sydney,Australia

17–18September2024London,U.K.

28–30October2024

Orlando,FL

LearnMore

©2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.EVTM_967_2600800

SetRecruitersUp

forSuccessin

aHigh-Pressure

Environment

byJonahShepp

Recruitersarestrugglingtomeetfast-

changingbusinessneedsinachallenging

labormarket.Toenablesuccess,recruiting

leadersmustdesignopportunitiesfortheir

teamstocontinuouslyupskillandimprove

theirchancesofinfluencingthebusiness.

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HRLeadersMonthly-October2023|12

Acompetitivelabormarketandfast-changingbusiness

needsareputtingintensepressureonrecruitersto

delivermore,betterandfasterhires.Fifty-twopercentof

recruitingleaderssaytheyareunderincreasedpressure

toimprovetimetofill,and60%saythebusiness’shiring

needschangemorequicklycomparedtothreeyearsago.1Annualhiringperrecruiteris23%higherin2023thanin

2020,1,2butrecruitingbudgetsarenotnecessarilygrowing—infact,19%ofHRleadersexpecttheirrecruitingbudgetstodecrease.3

Thesameforcesthatgeneratetheseincreasingdemandsalsomakethemhardertomeet.Mediantimetofill

increased46%from2017to2022,4,5andonly58%ofhiringmanagersaresatisfiedwiththequalityofthecandidates

theyinterview:a10percentage-pointdecreasefrom2019.6,7

Asthedemandsonrecruitersincreasefasterthantheir

abilitytomeetthem,it’snowonder49%ofrecruiters

areactivelylookingfornewjobs.8Recruitingleadersare

alreadytakingavarietyofstepstosupporttheirrecruiters,

suchasprovidingnewtoolsandtechnology,increasingtraining,orreducingworkloadsbyaddingheadcountordedicatedsourcers.However,thesesolutionsoftendon’tleadtobetteroutcomes,sorecruitersarestillstrugglingandthereisnoconsensusonhowbesttohelpthem.

Tobuildahigh-performingrecruitingteaminthisenvironment,recruitingleadersmustaddresstwokeychallenges:

•NeedforConstantUpskillingandOnboarding—

Hiringdemands,rulesandregulations,andtechnologyareevolvingrapidly.Organizationslostmany

experiencedrecruitersinpandemic-drivenlayoffs,thenrapidlyaddednew,less-experiencedrecruitersinthe

postpandemichiringsurge(andthiscyclecouldrepeatitselfinthecomingyear).Havingtoconstantlyonboardnewrecruitersandkeepupwithchangingskills

requirementsconsumestimeandresourcesrecruitingteamsdon’thave.Theyneedastrategyforcontinuousupskillingforanenvironmentofcontinuouschange.

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HRLeadersMonthly-October2023|13

CaseinPoint

Ingredion

Ingredion.

Ingredion’sScenario-DrivenUpskilling

RecruitingleadersatIngredionwantedtobreak

downsilosandcreateavirtuouscycleofknowledgesharingamongtheirteams.Bypromulgatingskills

andbestpracticesthroughouttherecruiting

function,theyhopedtoreducedependenceon

keyindividualcontributorsandbuildthefunction’s

resilienceandagility.Ingredion’sscenario-driven

upskillingprogramaccomplishesthisthroughateam-basedprocessofdevelopingsolutionstorecruiting’smosturgentchallenges.

Inthefirststepofthisprocess,theheadoftalent

acquisitionatIngrediongathersintelligencefromtherecruitingteamandotherHRandbusinessleaders

aboutongoingchallengesandemergingissues.Theythenevaluatethesescenariosbasedonurgency

andscalabilitytodeterminewhetherasolutiontoagivenchallengeisgloballyapplicable,regionallycustomizableandusefulforfillingteamskillsgaps.

Forscenariosthatmeetthesecriteria,theheadoftalentacquisitionconvenesabreakoutteamofindividuals

withdiversebackgrounds,experiencesandtenure

todeliberateanddevelopasolution.Thebreakout

teamthenpresentstheirsolutiontothefullteam,whodiscussit,provideconstructivecriticismandreach

consensusonthebestpracticeforaddressingthechallengeathand.

Theheadoftalentacquisitionsharesthenewbestpracticewithleadershiptosecuretheirbuy-inandformalizeitasanewstandard(seeFigure1onnextpage).Thebestpracticeisthenembeddedasa

resourceinacentral“AskHR”serviceportalanddispersedthroughouttherecruitingfunction.

•ResistancetoChange—Recruitingleadersknowthe

currentlabormarketisuniqueandtraditionalhiring

strategiesarelesseffective,buthiringmanagersare

oftenreluctanttotrysomethingnew.Toimplement

strategicchangesthatwillleadtobetterhiring

outcomes,recruitersmustinfluencehiringmanagersandthehiringprocess.Recruitingleadersmustrethinkroles,relationshipsandprocessestomaximizetheirteams’

potentialinfluenceonthebusiness.

Severalorganizationshavepursuedinnovativestrategiesinresponsetothesechallengesthatareshowingresults.Recruitingleaderscanusetheseexamplestodesign

solutionsthatalignwiththeirownorganizations’needsandgoals.

UseReal-LifeScenarios

forContinuousUpskilling

Continuousupskillingatlittleornocost,withoutrelyingonexpensivetrainingcourses,mightsoundlikeafantasy.YetIngredionfoundawaytoenableitsrecruitingteam

toadaptandupskillonthejob.Itdidsobydesigning

aprocessforunlockingsiloedknowledge,identifying

high-priorityscenarios,evaluatingsolutionsandreachingconsensusonbestpractices.

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HRLeadersMonthly-October2023|14

CaseinPoint

Ingredioncontinued

»Figure1:Ingredion’sTeam-BasedIdeationProcess

Chooseindividualswithdiversebackgrounds,experiencesandtenure.

Step1:Assignbreakout

teamsandscenarios.

Step2:Iterateonhowto

confrontanewproblemorspecificscenario.

Recruiting

TeamLeader

BreakoutTeams

Step5:Formalize

newprocesswith

leadershipteam.

Step3:Breakoutteamspresenttheirsolutionstowiderrecruitingteam.

FullTeams

Step4:Reach

consensusonbestpractice.

Source:AdaptedFromIngredion

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IncreaseRecruiters’Chances

ofInfluencingtheBusiness

Sincehiringmanagerstypicallyhavethefinalsayin

hiringdecisions,recruiterscan’tadvancealternative

hiringstrategiesornontraditionalcandidateswithout

influencingtheirthinking.Manyhiringmanagersresistnewwaysoffillingrolesandprefertorelyonfamiliar

sourcesandprocesses.Toovercomethisresistance,

recruitersmustdemonstratethattheirinfluenceleads

tobetteroutcomes.Thisdoesn’thappenovernight;it’salong-termprocessofbuildingrelationshipsandtrust.However,themorepositiveinfluencesrecruitershaveonthehiringprocess,themorereceptivehiringmanagersaretotheirinfluenceinthefuture.

Recruitingleaderscansetuptheirteamsforgreater

influencebyadjustingrolesandprocessestomaximizerecruiting’sstrategicvalue.

Redesigningrolesandtasksisjustonewayofincreasingrecruiting’sinfluence;anotheroptionistoredesignthehiringprocessitself.

HRLeadersMonthly-October2023|15

TalentAcquisitionStrategyManager

RecruitingManager

cyclerecruiterswithinrecruitmentprocess

outsourcing(RPO).

•Ensurerecruitingmeetsallhiringobjectives.

•Coordinatewithtalentacquisitionstrategy

manager.

•Sharemacroeconomicandtalentmarket

updatesandshifts.

•EngageHRand

businessleaders

incrossfunctionalprojects.

•Coordinatewith

recruitingmanager/RPO.

Sample

Responsibilities

•Managehiringprocess.

•Manage/coachfull

Sample

Responsibilities

•Understandworkforceplanning.

Improve/

evolve

thetalentacquisitionfunction

andRPO

partnership.

CaseinPoint

Corning

Corning’sStrategic-OperationalRecruitingPartnerships

TalentacquisitionleadersatCorning

recognizedthattheir