The definition of insanity is doing the same thing over and over again and expecting different results.” — Albert Einstein
In one of my previous corporate recruiting roles, I had the above quote from Albert Einstein pinned above my desk. For me, the quote signified two things in recruiting. One, I believed that it depicted the flawed mindset of many hiring managers and recruiters who had a key role to play in the recruitment process. Second, I saw it as a stark reminder that we absolutely cannot treat the recruiting function as static.
Sadly, the perception of the hiring manager community of an in — house recruiting function is that it should deliver the same over and over again with the same methodologies and techniques that were used previously. Recruiters then fall into this trap and then end up on the wrong side of this and are blamed for failures in the hiring process. What you then get is a perpetual cycle of finger-pointing, mud — slinging and blame. It doesn’t help either party and just creates stress and animosity. In my view, this arises because of the ineffective structure of the recruitment function and the relationship between the recruitment function and the hiring manager community that has developed over time. The recruitment function has allowed itself to become subservient and this has resulted in a master/servant relationship which in turn has created not recruitment but an administrative function — taking orders rather than spearheading the hiring efforts. At its best, a recruitment function should be the engine room for talent.
With the proliferation in the use of AI (Artificial Intelligence) and machine learning in recruiting in the years ahead, companies with recruiting functions that find themselves stuck in this master/servant relationship run the risk of becoming defunct. Below are ten risks that are setting your recruitment function back:
Your recruitment function isn’t aligned with the line business (hiring managers). You are taking orders and instructions rather than providing consultative support to the business. You work reactively rather than proactively. There is no forecasting of talent requirements which means you can’t build talent pipelines and your recruitment team is always starting a search on the back foot. A modern recruitment function works collaboratively with the line business to forecast recruitment requirements so they can plan ahead of demand.
Your current recruiting team does not have the right skills to perform their tasks effectively. You aren’t investing in the right people. On a broader level, the structure of your recruitment department is inadequate to meet the needs of your internal stakeholders. The role of recruitment is changing so what you do internally must reflect that. The modern-day recruiter needs to be a trusted talent advisor to the business. If your recruitment team isn’t performing this role, then they’re just taking orders.
If your recruitment function is performing 70% of their recruitment tasks manually then they aren’t adding any real value to the business. Typical tasks include scheduling and rescheduling of interviews, sending interview reminders, booking interview rooms, capturing candidate documentation. A significant negative impact of having a manual system is that inevitably team members will suffer from burnout. Imagine running several recruitment campaigns concurrently, and then contacting all the shortlisted candidates for interview, booking rooms, etc. This is just unsustainable and is not the correct use of resources. I have personally been on the receiving end of this and can tell you that this is an extremely uncomfortable and stressful situation to be in. To be that trusted talent advisor, you need to automate the mundane tasks so your team can focus on delivering value.
Policies & Procedures
You need to be resolutely stubborn to enforce your recruitment policies and procedures to the letter. If you are constantly bowing to the pressures from hiring managers to bend the rules, you will never change the master/servant relationship. Your mantra, if you want to work collaboratively and effectively with the hiring manager community, should be, “our house, our rules.”
The above four are just baseline elements I believe that need to be addressed if you want to move away from a master/servant recruitment function to a collaborative and consultative one that delivers lasting value to the hiring manager community. The increasing uptake of artificial intelligence will put more pressure on recruitment functions to reform and restructure. Anything less than that will lead to a sure-fire path of extinction, and lead to the recruitment function being outsourced.