Staffing Leadership is extremely parallel to that of a Professional Sports franchise. Just like in sports, the pool for head coaches especially is relatively small. The best ones are near impossible or too expensive to get and the ones readily available have seen to many failures, layoff’s, and other depressing things that often occur in the “corporate” arena.
When selected, also like a head coach, the staffing leadership inherits a team. Most of that team are the remnants of the previous staffing leader. Why remnants? There is little doubt that the previous staffing leaders landed somewhere...most likely recruited by that somewhere to begin with. As he or she landed, just like a head coach, they begin pulling in the support cast or assistant coaches that they have worked with before.
The new Staffing leader must try to make this third string team play...or at least look..like first string. So they too start bringing in their supporting cast from outside organizations. What this creates is a Gipsy like culture where the same dotted line talent acquisition team float from company to company.
The problem with this is the Staffing Leader often has to set aside their true asset they bring to the organization and toil in mediocrity with tactical issues such as headcount issues, inadequate tools, underperforming legacy staff, etc , etc. By the time they get the team where they want it ( a feat few achieve) it will be just long enough to let them go before the next RPO take over happens that will reset the entire organization within 18 months after the RPO (Recruitment Process Outsourcing) fails.
How is this fixed? If the CXO leadership does not understand The Method it will not work. Buy in has to happen from the highest level possible. However, its very possible for a staffing leader with courage to be able to make these moves within their department and then take their show on the road as they become the rock star of their company.
This can be achieved by reorganizing a simple structure within your talent attraction team. By partnering one true sourcer/recruiter with one full time coordinator with a hiring manager or team. This is not reinventing the wheel, however, the magic is in the details. The sourcer will purely pipeline live talent based on the hiring manager’s “hot points.” The coordinators will handle ALL admin related tasks. In addition, if budget allows, a dedicated 1:1 social media branding professional dedicated to that specific hiring team. No postings, no paid advertising of any kind. Pure 1:1 ‘high touch’ recruiting.
If you as a staffing leader can cut EVERYTHING else, your budget will be very lean and you will be able to capitalize on building assets for your organization with your budget not just paid invoices.
After you implement the bullshit free staffing plan (more on that later) that is when Staffing Leadership can have an impact in areas of their expertise. This could be partnering with C level to create the human capital plan for a new division, assisting M&A with ear to the ground data gathering, creating a state of the art technology process.
Earlier in this chapter I talked about building assets. When you spend 14 months building an authentic online audience of engineers that are “really” engaged with your brand...that is an asset. When you create recruiting based technologies that allow the right types of candidates to find you organically WITHOUT advertising, that is an asset. When you help develop hiring managers to be better leaders and become APART of the top performers list...that is an asset.