How to build a team of talent advisors

How to Build a Team of Talent Advisors

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Introduction

Identifying Talent Advisors

Enhancing Knowledge and Driving Behaviours of Talent Advisors

Measuring the Performance of Talent Advisors

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INTRODUCTION

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Do your Monday morning blues start withliaising between hiring managers and recruiters?

TALENT ADVISORS WANTED

Introduction




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Getting recruiters and hiring managers to go from exchanging glares to exchanging notes may be difficult. In fact the CEB Recruiting Leadership Council Report ‘Redefine Recruiters as Talent Advisors’, points out just how deep the differences run.

Introduction




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More than one-half of recruiters rate themselves as having advanced business influence, but less than one-quarter of recruiting managers agree

The report further says almost 90% of recruiting managers report they make time to develop their direct reports, but only one-half of recruiters rate their managers as effective at development

The solution lies in building a team of Talent Advisors (TAs), who evolve from being mere implementation engines to becoming strategic partners in the recruiting process with an eye on business outcomes.

90%

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IDENTIFYING TALENT ADVISORS

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Identifying potential TAs starts with spotting the attributes that make one. CEB offers a framework1 that singles out the five most pressing behavioural imperatives, and a corresponding online assessment to evaluate recruiters against the Talent Advisor model.

Crucial Capabilities of Talent Advisors

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Talent Strategy Knowledge of the Business Outperform by 20%

BenefitCapability (the extent to which a TA is likely to outperform the average recruiter)

Behaviour and Action

Well-balanced view on hiring decisions

Action Talent needs in the light of changing business strategy Help hiring managers strike an effective balance between quality and speed Partner hiring manager in identifying the right skills, characteristics of candidates

Help hiring manager prioritize candidates based on business needs Point out business and talent risks of hiring specific candidates Challenge deep-rooted talent assumptions

Update hiring managers on the relevent trends in the labour market Use competitive analysis to benchmark against key competitors Study the demand-supply of talent

Understand the best sourcing channels and messages to effectively reach the candidates you want Proactively keep in touch with passive candidates keep an eye on the best talent across the industry

Develop a thorough understanding of business priorities starting with how the business makes money Talk the language of the business Base position recommendations on how they create value for the business

Challenge hiring manager if reason dictates it

Use knowledge of the labour market to influence hiring decisions

Build a relevent pipeline for the future

Demonstrate the business advantage of recruiting recommendation

Persuation of Hiring Manager Outperform by 17%

Expertise of the Labour MarketOutperform by 16%

Lead Generation Outperform by 16%

Business Acumen on the Firm Outperform by 15%

1CEB report ‘Redefine Recruiters as Talent Advisors’

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Re-enforcing the talent advisor capabilities called out by the CEB report, Stephanie Gillies, Asia Pacific Talent Acquisition Strategy & Transformation Director – Accenture, has a bucket-list of behavioural traits that she looks for while building her own team.

Introduction




STEPHANIE LISTS THREE RULES OF THUMB

SALES EXPERIENCE

STRONG NETWORK

BUSINESS PARTNERSHIP

People with sales experience

typically make good prospective talent advisors, particularly those who have

experience in interacting with customers and are comfortable doing so. The

presumption is that they are good at consulting with candidates and can adapt their sales experience to drive

alignment between aspirations of candidates and what the

organization has to offer.

Candidates who have strong internal

and external networks go a long way in adding value to their roles as talent advisors.

Relationships that candidates hold even with recruiters of competing

companies are valuable in devising talent strategy.

An outside-in view is important.

Approaching a recruiting job role

with the perspective of a business partner in addition to being a process manager

speaks volumes about a candidate. This shows that the candidate can

bring in a strategic perspective and further business interests

of the organisation while fulfilling recruiting

requirements.

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“In the interview process there are various ways in which we gauge these three essentials. Networking skills can be assessed by asking the right questions during the interview, by using social professional networks, and then backing it up with due diligence. Sales experience is easier and is usually reflected in CVs. This is followed up with situational interviewing.”

Stephanie Gillies

Asia Pacific Talent Acquisition Strategy & Transformation Director Accenture

Introduction




As someone with an APAC view, Stephanie points out that while these behaviours are something she looks for across geographies, there are specific considerations that need a more granular or localised strategy. Stephanie looks out for knowledge and respect for the local culture in all prospective candidates. When hiring cross-border resources, the most critical trait is the ability of the candidate to be able to communicate and connect in the local environment.

Stephanie with her team in Japan

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Introduction




Punith Suvarna, Head of Talent Acquisition at LinkedIn India, emphasises the importance of building a team of talent advisors who share a common vision of success for the company. He believes that it is important for every member of his team to be a brand ambassador and promoter of the organization because they are the first point of contact for prospective hires. Therefore picking the right recruiting team pays rich dividends.

To identify the right candidates for recruiting teams, Punith recommends a six point process that tests candidates for ‘Values and Culture’ fit.

Step 1: Gauging the experience, transformation and motivation of the potential recruiters via a telephonic conversation

Step 2: Understanding how they have used social platforms for recruiting and their sourcing techniques. At this stage it is important to understand how they manage conversation funnels in the recruiting process

Step 3: A check on their capabilities as talent advisor is the critical next step. It is essential to assess how well they can follow the key measurement metrics identified in your recruitment team

Step 4: Then comes the assessment of culture and value fit in the organization by the cross functional manager who is likely to work with the candidate

Step 5: The final evaluation is done through role-play. Candidates are given scenarios that help the talent leadership gauge how they will potentially perform in their actual job roles

Step 6: Overall assessment of fitment including culture fit by the head of talent acquisition

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“Hiring for the future involves collaboration between recruiting teams, a focus on building relationships and driving thought

leadership. We hire talent that adds greater value to our team and allows us to achieve better results. At the heart of our

recruiting strategy is exceptional operational excellence which is achieved through a common macro vision of business goals.”

Punith Suvarna

Head of Talent Acquisition

LinkedIn India

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“As a recruiter, I have been very fortunate to have supportive managers in my career. There were times that they pushed me outside of my comfort zone and challenged me to do better, but they also ensured that I have the necessary support to achieve

them. Great managers have a great way of getting the best out of their people but also providing them the learning and

development necessary to advance their career.”

Marco Dela Pena

Fletcher Building – ANZ Recruiter

LinkedIn Top Social Recruiter 2016

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ENHANCING KNOWLEDGE AND DRIVING BEHAVIOURS OF TALENT ADVISORS

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“Talent advisors go beyond the obvious to help businesses make the right hiring decisions, rather than just take orders. To facilitate this we

should equip our recruiters with the right tools, education and trust, and enable them to build fruitful relationships with both talent and

business. Empowered Talent Advisors can become true business partners by keeping a pulse on the target market. Talent analytics can further

build a truly valued partnership because talent advisors can use it to set the right expectations, provide alternative solutions and meet business

demands effectively.”

Anil Gidh

Vice President and Head of Talent Acquisition and Resourcing

Capgemini India

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100 LinkedIn certified

Introduction




Making development continuous and engaging

Capgemini India created a group of social sourcing ambassadors, who were members with the potential to scale up recruiting efforts by making the most of social media. They were groomed, trained and equipped via bootcamp sessions and LinkedIn profile makeovers, to attract the best talent that social networks had to offer.

In addition to recruiters, it is important to train hiring managers as well, to promote a shared vision of success for the organisation. Customised training sessions were created for new joinees and hiring managers with content relevant to each that included content-sharing best practices, social media guidelines, tips to update personal profiles, communities to join and ways to leverage connections to attract talent. It all culminated in LinkedIn certifications and a dashboard for tracking individual learning journeys.

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Identification of the right talent needs to be followed up with a plan to direct all that potential optimally. Capgemini India systematically invested in learning and development to keep recruiters in the organisation up to speed.

Today, Capgemini India has over

recruiters in India.

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https://business.linkedin.com/talent-solutions/c/14/2/hiring-manager-tips?src=e-eml&veh=SallyContentTA

Introduction




“It’s important for TA leaders to drive the right behaviour with their teams. We focus our energies on training our teams on effective sourcing, negotiations and conversions. We have seen a co-relation between the top-performing recruiters and certifications. That is why we have over-indexed on training and certifications.”

Anil Gidh

Vice President and Head of Talent Acquisition and Resourcing Capgemini India

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Making development fun

It’s no secret that teams are best at what they enjoy the most. Capgemini India encourages recruiters to participate in 3rd party sourcing contests to stay best-in-class in the industry.

They ran a successful event called the ‘Capgemini India Recruitathon’ across four cities. Planned and executed in collaboration with the team at LinkedIn, this half-day event accelerated efforts to build a pipeline of talent.

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Introduction




Over 4300 leads were identified in less than three and a

half hours of sourcing, with 3500 leads contacted

The team received 373 positive INMAIL responses

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Introduction




373 InMail Responses

Funnel Built via the Capgemini India Recruitathon

89 Proposal Stage

38 Interview Stage

15 Offers

Capgemini India RecruitathonKnowledge Partner

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“I think the biggest distance needs to be covered in getting teams to become actual business partners. HR talent needs to be comfortable in influencing and negotiating with business. It’s important to have a view or form an opinion to drive influence, which is why I encourage my teams to learn by networking extensively. I think this is the single most important step for the APAC region today.”

Stephanie Gillies

Asia Pacific Talent Acquisition Strategy and Transformation Director Accenture

Introduction




According to CEB2, only 19% of recruiters today qualify as Talent Advisors. Identifying and developing Talent Advisors may well provide early adopters that much sought-after competitive edge.

19%

2 CEB report ‘Redefine recruiters as talent advisors’

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MEASURING THE PERFORMANCE OF TALENT ADVISORS

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Introduction




Measurement is key in reinforcing the need to groom recruiters into talent advisors. According to research by CEB, “holding recruiters accountable for business impact metrics (in their role as talent advisors), in addition to process metrics, generates an additional 25% impact on recruiter performance.” So how can we successfully measure talent advisors?

With 20% of managers regretting their latest hires, CEB’s research shows that there is a long way to go before the average recruiter is able to drive better quality of hire. Once recruiters evolve into decision influencers, they are twice as likely to be high-performers in today’s new work environment. As of now, only 19% of recruiters are Talent Advisors.

CEB’s Recruiter Performance Scorecard (RPS), can help plan the transition by assessing recruiters against the proprietary Talent Advisor model. It collects feedback from hiring managers, new hires and recruiting managers, and supplements that with the recruiter’s self-assessment of their Talent Advisor capabilities.

For instance, JP Morgan Chase, brought about a balance between strategic and traditional or process-driven functions of TAs, by breaking down the weightage that needs to be allotted to each function.

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Weightage of process-driven functions versus strategic functions for recruiters

Recruiting effectiveness

Process management and compliance

Customer focus

Strategic competency assessment

Traditional measures

Strategic measures

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15%

40%

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Scorecard for Volume Hires

Scorecard for Experienced Hires

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“Be proactive as a talent advisor, even though recruitment always seems reactive. Challenge stakeholders and provide alternative ideas to become

the trusted advisor they’re looking for. Increase your knowledge by leveraging the expertise and experience of your stakeholders.”

Harith Taylor

Medibank Private - ANZ Recruiter

LinkedIn Top Social Recruiter 2016

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Introduction




Punith Suvarna with his TA Team

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LinkedIn India’s Punith Suvarna, believes that a ‘Transformation Plan’ needs to be implemented to make the shift. He believes that while achieving results is important, ‘how’ they are achieved is also critical. The key, therefore, is to encourage individuals to have their own, distinct transformation plans that help them achieve the desired results.

The three-point measurement yardstick for the recruiting team involves LEADERSHIP that inspires, LEVERAGE that helps maximize efficiency and effectiveness; and a focus on RESULTS.

Moreover, he says that it is crucial to set the right expectations with every individual, to define the measurement metrics and provide clarity on what is expected of each individual. To sum it up, more encouraging results can be achieved through a consultative approach which includes a focus on feedback from internal teams and integrates the candidate’s own experience.

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Founded in 2003, LinkedIn connects the world’s professionals to make them more productive and successful. With over 400 million members in more than 200 countries and territories worldwide, including executives from every Fortune 500 company, LinkedIn is the world’s largest professional network.

LinkedIn Talent Solutions offers a full range of solutions to help organisations in various stages of growth recruit relevant talent, build their brand, and grow their business.

Contact us to use data and analytics to build your team of talent advisors.

CEB is a best practice insight and technology company. In partnership with leading organizations around the globe, CEB develops innovative solutions to drive corporate performance. The brand equips leaders at more than 10,000 companies with the intelligence to effectively manage talent, customers, and operations. CEB is a trusted partner to 90% of the Fortune 500, nearly 75% of the Dow Jones Asian Titans, and more than 85% of the FTSE 100. CEB offers a full suite of resources for developing Talent Advisors, and measuring and managing their performance. For more details, please contact us at [email protected] or click here.

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https://business.linkedin.com/en-in/talent-solutions/site-forms/contact-us-prod?src=e-eml&veh=Powerrecruiters_Sallytouch1

mailto:[email protected]

https://www.cebglobal.com/human-resources/corporate-leadership-council/talent-analytics/talent-advisor.html?cid=70134000000OTy4AAG

How to build a team of talent advisors

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