(June 05, 2007)
The future looks more and more like a barrage of
inbound information. Soon, everyone will be able to apply everywhere all at
once. (If that isn't sourcing through resume databases and the internet, what
would you call it?)
Here's the problem.
There is an inverse correlation between the
likelihood that someone will apply for a job at your company and your desire to
employ them. The volume of stuff coming in over the transom is escalating and
the requirements to track and manage it grow daily. Sadly, like cyberspace,
there is no there there. You will not find the strategic contributors in that
pile.
So, what do you do?
Many forecasts suggest that the future of
Recruiting involves increasingly frantic attempts to manage an information flow
that is out of control. More and more automation will somehow result in better
and better information containment. Systems will somehow evolve to make things
simpler while they continue to expand and escalate.
Just like they already have.
There is no escaping the fact that personal
communications options are in a very early phase of transformative growth. We
will know more and more about more and more people. The volume of data will be
crushing for old-timers and Twitteracy for our crop of Abe Lincolns reading by
the current firelight (a notebook PC). Organizations wishing to establish
employment relationships will be competing for attention with massive volumes of
network information.
So, what's the answer.
The current model for Recruiting envisions a
funnel through which data flows. The role of the Recruiter is to reduce this
data to actionable, bite sized pieces while ensuring that various forms of legal
compliance are satisfied. Like Lucy with the chocolates on the conveyor belt,
we're all rooting for faster recruiters.
More likely, smart operations will abandon the
funnel and search for an alternative. We think it will look like a farm team
system with the first level supervisor at its heart. It's a small network
(manageable on Twitter) of people who are interested in the success of the small
department run by one first level supervisor.
Think about it for a moment. From the perspective
of the immediate supervisor (the person who makes the hiring decision), it's a
small, manageable universe.
Lean Staffing routinely demonstrates that good
hiring decisions are the result of good specifications. With good
specifications, no more than four candidates need be interviewed.
Here's the picture.
First Level Supervisors manage between 8 and 15
workers. Normal growth is 10%. Normal attrition may be as high as 30%. So, a
generic supervisor needs to hire 40% of the group each year. That's 3 to 6 new
hires.
If you have one internal candidate and four
external candidates for each slot, that's between 15 and 30 candidates. Having a
routine and interesting conversation with a group that size is something that
virtually any supervisor can execute.
Talent is what matters most.
Hire the best with Authoria Recruiting.
Authoria Recruiting 2007 is a next-generation recruiting solution that helps you:
Understand exactly what talent your managers need.
Find the best sources.
Target and attract the highest quality candidates.
Hire top talent and track their success.
The most widely-used enterprise recruiting solution on the market, Authoria Recruiting helps our customers manage private talent pools totaling over 11 million candidates.