Assessing Whether You Have an Elite Strategic Recruiting Function — a Checklist

企业招聘是一个领域有独特的和可测量的差异之间的平均精英的功能。总之，这是什么意思是 精英 的招聘功能（定义为最高的1％）产生出色的效果和行事方式是完全不同的平均功能。

Corporate recruiting is a field where there are distinct and measurable differences between the average and elite functions. In short, what that means is that elite recruiting functions (defined as the top 1%) produce superior results and act in ways that are totally different from the average function. I am frequently asked during corporate presentations to cite the difference between good and great recruiting functions. Well, as a former chief talent officer and someone who has spent years devoted to identifying what makes the handful of elite recruiting functions unique, I ve come up with an assessment tool. It is a checklist that can be used by recruiting leaders as a self-assessment tool in order to determine how they compare side-by-side to the few firms that have reached this elite status. The 40 defining characteristics are broken into seven distinct categories and they are listed in a numbered format for easy scanning. The 40 Defining Characteristics of an Elite Recruiting Function in 2012 If you compare the strategic plans, processes, and programs of two recruiting functions at similar sized firms, you ll find that the elite functions have or are planning to add at least a third of the following elements. In direct contrast, the average function will have but a handful to none of the items. The Top Five Differentiators The five most important differentiators between average and elite recruiting functions are: A business-oriented leader the first and most important differentiating factor is the leader of the talent acquisition function itself. Elite leaders demand to be on the competitive leading edge, in spite of resource or other limitations. These leaders are much more businesslike and as a result, they are focused on creating business impacts and helping the organization reach its business goals. As a result, elite recruiting leaders are data-driven, more aggressive, and much less risk-averse than the average recruiting leader. They are usually laser focused on recruiting excellence and they expect to spend most of their careers in recruiting. Examples of these elite recruiting leaders over the last few years include Tony Blake at DaVita, Larry Clifton at CACI, Arie Ball at Sodexo, Paul Marchand at Pepsi, Jason Warner at Google and Starbucks, and the best of them all, Michael McNeal at Intuit. Elite leaders also help to improve the recruiting profession by sharing ideas through writing, blogging, and speaking at major recruiting events. Measures quality of hire a recruiting function cannot know how effective it is and it certainly can t increase its results to an elite performance level unless it measures the on-the-job performance of new hires. Often called quality of hire, this measure tells leaders that their recruiting process is producing hires that are top performers on the job, that have a high retention rate, and that are diverse. This quality-of-hire statistic is then used to validate the effectiveness of individual recruiting tools and approaches. Converts results to revenue impacts each year elite leaders can show the positive ROI of the recruiting function. Elite recruiting executives are focused on increasing business results in important areas like revenue. As a result, elite leaders work with the CFO s office to develop a process to convert traditional recruiting metrics (i.e. time to fill, unfilled positions, employer brand image, and quality of hire) to their dollar impact on corporate revenues. They also calculate the performance differential between a top-performing hire and an average one in the same position, so that they can demonstrate the added value of recruiting top performers. And finally, elite functions focus their recruiting resources on positions that have the highest revenue and business impacts. Builds a recruiting culture the best functions realize that there will never be enough recruiters or recruiting resources to do everything well, so they develop a plan to create a recruiting culture. Under a recruiting culture, every employee and manager accepts the role as a 24/7 talent scout and in that role every employee is constantly identifying high-quality prospects through their social media contacts and at professional events. Every employee also accepts the goal of top grading and as a result, they make only quality referrals and they push their managers to ensure that only the best are hired. Data supported decision-making elite leaders make all major decisions based on data. They demand that everyone and every process use metrics to measure results. They insist on measuring critical results including new hire performance, user satisfaction, referral hire percentage, the quality of those not hired, and source effectiveness. Strategic Differentiators Leaders go first the very definition of a leader is that they go first. As a result, elite recruiting leaders are willing to try new approaches and technologies before any other firm. Because they are risk takers, they are not afraid of failure when they pilot a new approach, because they learn a great deal from every major error using failure analysis. A compelling recruiting strategy their recruiting strategy has a name and a written plan to guide those operating under it. The recruiting strategy is selected in order to optimize recruiting results. Leaders, hiring managers, and all recruiters can explain the advantages and the key elements of their own recruiting strategy. The recruiting strategy is also agile and it is adaptable to low, normal, and high business growth rates. Clear goals in addition to a recruiting strategy, each recruiter, process, program, and the overall function has clear and measurable goals to ensure that operationally everyone is focused on the right things. Each goal is assessed at least every six months. Provide a competitive advantage everyone in the function accepts the fact that recruiting is a competitive zero sum game. As a result, recruiting continually compares what it does and its results to each of their firm s talent competitors. The goal is to provide a compelling case to your executives that you have produced a continuous and measurable competitive advantage over your talent competitors. It is future focused because the function is forward-looking, it owns or actively participates in workforce planning. Leaders also forecast upcoming problems and opportunities and provide alerts to managers so that they can prepare for these events. Benchmark only elite functions the best firms don t settle on best practices; instead, they strive to identify next practices. Because of that goal, they only benchmark against other elite recruiting functions like Google, DaVita, Sodexo, Zappos, Deloitte, CACI, and Intuit. They also study other successful internal business functions like supply chain and CRM for practices and tools that can be adapted to recruiting. A focus on talent solutions, not recruiting average recruiting leaders are narrowly focused and they often see recruiting as the answer to all talent problems. In direct contrast, elite recruiting leaders see the big picture and work with those in the other talent management functions (i.e. development, retention, technology substitutes, and internal movement) to ensure that the appropriate talent management solution is used each time (even if it is not a recruiting solution). External Indicators of an Elite Status Powerful employer branding leaders realize that the only way to build a long-term competitive advantage in recruiting is to