80/20 Recruiting©
The two faces of hiring: Commodity vs. Rare Talent
Discrimination is good! Discrimination is necessary! In the highly competitive world of
technical and rare talent recruiting, one size does not fit all. For the majority of
positions, where supply is not an issue, (about 80%), standard recruitment processes may
be fine. But, for those free-agent, rare talent types who are screening you (the other
20%), the "process" not only isn’t good enough, but it may even be getting
in your way (and theirs).
Many organizations work hard to increase the quantity of candidates while neglecting
the quality issue. This is tantamount to treating a patient who is bleeding profusely by
merely increasing the speed and flow of the transfusion.
The patient (or organization) will be kept alive temporarily, but will ultimately die
in the process (and you will deplete your organization’s blood supply, i.e., money)
This program starts off with a review of the basic components of a "best
practice" process, including the basic components and variables of any recruitment
process (for the 80%). Even though we tend to obsess over why we can’t be more
successful with the 20%, we first need to make sure our standard processes are as
effective as possible.
Once the basics are handled, we will address the non-traditional and "beyond
HR" approaches that are necessary to attract and hire the super stars. Everyone in
the organization, and particularly your leadership, must be full time recruiters. It
isn’t a job description; it’s a mindset. If your leaders do not have knowledge
of and contact with the movers and shakers in their fields, you chose the wrong leaders.
This is where recruitment becomes a "whole organization experience."
In addition, you will be introduced to new tools to screen for the soft stuff (which
becomes the big stuff), to ensure that you are hiring more than a skill set, but a
personality that will fit both the job and the culture of your organization. More and more
progressive organizations are realizing the importance of personal style as much as skill
in filling cultures as well as positions. Skills are enablers of success; but attitudes
are the motivators!
We will demonstrate a concept called "Role Behavior Analysis" in which you
will actually analyze pieces of positions to later compare to a Personal Profile of
candidates for personal fit. Using a software system, you can merge these two pieces of
information for increased screening success as well as to improve retention by identifying
training and development needs thereafter (to stop the bleeding!).
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