Dimitri Boylan, President and CEO, Avature, described what it means to take a high-level approach to HR during his presentation to Argyle’s CHRO membership at the 2016 Human Capital Leadership Forum: Fall Event in New York on Sept. 22. In his presentation, Boylan discussed the importance of strategic HR for today’s organizations.
According to Boylan, strategic HR requires HR professionals to “get into the fight” around talent acquisition.
Although strategic HR can prove to be valuable, it results in a win-lose situation for HR professionals.
“I want that person working for me. I don’t want that person to stay in that company. … That’s talent acquisition and that’s talent management,” Boylan said. “Everything else you dress up around it is great. But it always comes down to that.”
The average attention span of a U.S. adult is roughly 8 seconds, which means talent recruiters must engage an individual quickly.
To maximize their efforts, talent recruiters now need to consider marketing and sales, as this will allow recruiters to find the best ways to connect with prospects consistently.
“You have to go look at the sales and marketing box, and you have to figure out what’s in there so you can change the way recruiting happens inside of your organization,” Boylan said.
Furthermore, an ongoing service challenge continues to plague talent recruiters, and this problem has shown no signs of dissipating any time soon.
Boylan said there are frequently differences between what a hiring manager wants and the candidates a recruiter provides as well.
However, with a service-oriented approach to recruitment, an organization may be better equipped to find top talent faster than its rivals.
“[Service management] needs to be tailored to recruiting,” Boylan noted. “It needs to change in the team, and it needs to look at metrics a little differently.”
Boylan also pointed out that many organizations use a standardized process for their recruiting efforts or lack the ability to streamline their recruiting process.
“You cannot find the perfect candidate, but it creates a major distraction when it comes to talent recruitment and talent acquisition.”
Meanwhile, a service management approach to recruitment empowers organizations to find the best candidates for a position as well as simplify their recruitment efforts moving forward.
This approach allows recruiters to examine a wide array of candidate data and find applicants who fit an organization’s needs.
In addition, Boylan noted that a service management approach eliminates the 800-lb. gorilla that often distracts talent recruiters – the search for the perfect candidate.
“Instead of thinking about all the things that you could do, you spend a lot of time thinking about, ‘If only our organization could find the perfect candidates,'” he said. “You cannot find the perfect candidate, but it creates a major distraction when it comes to talent recruitment and talent acquisition.”
A service management approach also enables talent recruiters to eliminate the “dead on arrival” metrics – time-to-fill and cost-to-hire metrics.
“If you think about [these metrics], then you miss the other things that you really should be thinking about,” Boylan said. “It’s really the issue of not being distracted when you try to solve a problem.”
Today’s talent recruiters need to rethink the way they approach talent acquisition, and with a service management approach, these recruiters could transform the way they add talent to their respective organizations.
“[Service management] needs to be tailored to recruiting.”
A service management approach forces talent recruiters to look at the ways they currently identify talent and make changes as needed. Thus, this approach delivers immense value, as it enables talent recruiters to use data to revamp their talent acquisition processes.
“You can’t find the perfect candidate, but you can change the outcome that you have as you run the organization and you deal with talent acquisition,” Boylan pointed out.
Ultimately, there is a correlation between customer service and customer satisfaction that talent recruiters must understand to succeed in today’s highly competitive global landscape.
If talent recruiters take a service management approach, they will be able to evaluate candidates and work with qualified prospects to ensure they are fully supported during each stage of the recruitment cycle. Conversely, talent recruiters who focus solely on time and cost metrics may struggle to engage and retain top talent.
A service management approach can make a world of difference for any organization. As such, talent recruiters who devote the necessary time and resources to deploy a service management approach could develop mutually beneficial agreements with candidates that help an organization succeed.
“Service management is based on a mutual agreement that delivers the best possible outcome,” Boylan said. “A mutual agreement is a very important place where I think talent acquisition has to really develop a skill set and the technology to establish [this skill set].”
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