Core Recruitment Skills. Based on The AIRS Recruiting Competency Model

Transcription

1 Core Recruitment Skills Based on The AIRS Recruiting Competency Model

2 AIRS Core Recruitment Skills AIRS is a registered trademark of ADP, LLC. ADP and the ADP logo are registered trademarks of ADP, LLC. All other marks are the property of their respective owners. Copyright 2015 ADP, LLC AIRS 67 Etna Road, Suite 400, Lebanon, NH, 03766, All Rights Reserved. No part of this book may be used or reproduced, duplicated, disclosed, published, transcribed, stored, translated, transmitted or reverse-engineered, in whole or in part without written permission of the publisher. For permission contact AIRS, 67 Etna Rd., Suite 400, Lebanon, NH All trademarks are the property of their respective owners. Use of a term in this book should not be regarded as affecting the validity of any trademark or service mark. Copyright of any screen captures in this book are the property of the software s manufacturer. Mention of any products in this book in no way constitutes an endorsement by AIRS. Although every precaution has been taken in the preparation of this book, the publisher assumes no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of information herein. DISCLAIMER: AIRS IS NOT PROVIDING LEGAL ADVICE OR DIRECTION REGARDING ANY TOPICS INCLUDED IN AIRS TRAINING COURSE BOOKS OR DELIVERED MATERIALS. ALL ATTENDEES SHOULD CHECK WITH THEIR OWN LEGAL COUNSEL FOR ADVICE REGARDING ALL EMPLOYMENT RELATED MATTERS AND THE LEGALITY OF INTERNET SOURCING TECHNIQUES IN RELEVANT JURISDICTIONS. (CRS_0915)

3 Purpose and Uses The AIRS Recruiting Competency Model provides a common language on recruiting and hiring practices within a consistent framework. This shared vocabulary is important because it helps to insure that everyone is working from the same foundations and understandings. This common viewpoint is particularly meaningful when discussing issues related to performance and success. The AIRS Recruiting Competency Model can be used for several different but complimentary purposes. These purposes are: Job analysis - Consistent views and comparisons of one recruiting job to another. Clarity of desired behaviors. Recruitment - Common language for describing open positions. Clarity of expectations for open positions. Vehicle for gaining consensus from hiring manager. Selection - Consistent basis for evaluating candidates. Vehicle for discussing strengths and weaknesses of candidates. Common basis for interview protocols and other selection tool usage. Performance feedback - Common language between manager and employee on expected results. Consistent criteria across different performance appraisal periods. Learning and development - Clarity of desired behaviors. Consistent linkage between development and training programs and desired behaviors. Concrete descriptions of career development plans. Staff planning - Consistent framework to describe future requirements. Common data and requirements can be gathered across business units. Standard language for staffing metrics. Common linkage between replacement and succession planning. NOTES AIRS Core Recruitment Skills 3

4 Recruiting Competencies Three high-level groupings of competencies emerged from the interview data and review comments. These groupings, in turn, support 16 different competencies. Competencies, as discussed earlier, can include knowledge, skills, abilities, and other personal factors. The three high level recruiting competency groups are Core Recruiting Skills, Performance Traits and Executive Search and Partnership Competencies. Core Recruiting Skills have defined recruiting for many years. They commence when a job requisition lands on the recruiter s desk and conclude when a candidate is hired. These skills pertain whether the recruiter resides within a corporation or an agency. They are heavily influenced by persuasion, communication, negotiation and sales skills. Technology is now central and essential for these skills. Core Recruiting Skills are described in the following figure. The Next Killer Application in recruiting is the recruiter. - Mike Foster, HCI Core Recruiting Skills Competency* Profile and Plan Source and Contact Description Build successful candidate profiles, clarify required job skills and competencies and use the best sourcing strategies and techniques for each job category. Can attract and find the right candidates for each job, use each sourcing technique effectively and establish rapport with potential candidates. Assess Present and Close Is able to use and interpret various assessment methods in order to make the most valid and reliable decisions about a candidate s fit to the company, team and job. Presents strengths and weaknesses of leading candidates, overcomes objections in the hiring process, sells the opportunity and negotiates final agreement. * Specific indicators for Core Recruiting Skills as well as for the other recruiting competencies are included in the Appendix. 4 AIRS Core Recruitment Skills

5 Recruiting Competencies (continued) The second high-level grouping of competencies is Performance Traits. These are personal qualities exhibited on the job that separate excellent from substandard recruiters. These types of traits exist in any profession and recruiting is no exception. Successful people not only have excellent skills but an attitude and approach that make them successful. These Performance Traits are: Southwest Airlines hires for attitude and personal competencies and trains for knowledge and skills. Performance Traits Competency Drive for Results Description Is dedicated to achieving the best results, perseveres and uses metrics to analyze own performance. Inquisitiveness Wants to know more and understand the reasons for a problem or issue, asks intelligent questions and looks for better ways to accomplish tasks. Sales and Service Orientation Commits to quality conversations, responds quickly to questions, goes the extra step to please clients and candidates. Relationship Builder Takes a genuine interest in people, listens well, enjoys linking people up to opportunities. Flexibility Adjusts easily to change, learns quickly, and understands how internal and external factors impact decisions. Passion Ardently believes in the value great recruiting brings to the organization, enjoys helping people achieve their goals, is committed to integrity and the ethics of the profession. AIRS Core Recruitment Skills 5

6 Recruiting Competencies (continued) The combination of Core Recruiting Skills and Performance Traits characterize successful recruiters. But the key to ongoing, continuous success in an increasingly sophisticated and complex environment is the third high-level grouping of competencies: Executive Search and Partnership Competencies. As the name implies, these capabilities were once only the Southwest Airlines hires for attitude and personal competencies and trains for knowledge and skills. province of the most successful executive recruiters but now are more universally required. Standards have been raised; and traditional, tactical recruiting skills are no longer enough. Recruiters are now expected to have market, business, consulting and partnership abilities in addition to core recruiting skills. These new competencies are: Executive Search and Partnership Competencies Competency Market Intelligence Business Savvy Organizational Management Candidate Management Network Building Description Knows the external factors that impact the supply of top talent, understands the competitive position of the company and has knowledge of salary levels, supply and candidate requirements for different job categories. Understands the company s value proposition and strategy, distinguishes among opinions, activity and results measures, and constructs solid business cases to support positions. Gains respect from the hiring manager, knows the formal and informal sources of company influence, sets expectations for the hiring process, and follows through on organizational commitments. Gains respect from candidates, understands the motivations and interests of candidates, responds quickly to questions and is able to work with many candidates at once. Views every meeting as a network opportunity, uses technology to systematize candidate information, and provides regular, high value communication to network members. NOTES 6 AIRS Core Recruitment Skills

7 Recruiting Competencies (continued) The AIRS Recruiting Competency Model is depicted in the following visual. Each of the three high-level groupings is shown, along with their specific individual competencies. The AIRS Recruiting Competency Model Core Recruiting Skills Assess Profile and Plan Source and Contact Present and Close Performance Traits Drive for Results Inquisitiveness Sales and Service Orientation Relationship Builder Flexibility Passion Executive Search and Partnership Competencies Market Intelligence Business Savvy Organizational Management Candidate Management Network Building AIRS Core Recruitment Skills 7

8 Recruiting Competencies (continued) The various parts of the model work together to provide a view of trends in the field of recruiting. Reactive recruiters can still be effective if they excel in Core Recruiting Skills. But when the market demands a more proactive approach, the value of Performance Traits and the Executive Search and Partnership Competencies becomes more central. Similarly, as recruiters move along a continuum from supporting to participating to leading the acquisition of top talent new sets of skills are required. The Role of AIRS Competency Groupings Core Recruiting Skills Performance Traits Executive Search and Partnership Competencies Reactive Requisition-Based Supporting Participating Proactive Mindset Solution-Based Hiring Leading Roles NOTES 8 AIRS Core Recruitment Skills

9 Future Visions Competency Models are anchored in time. Five years ago or five years from now the competencies for recruiters will look different. This is why it is important to continue to monitor labor, market, technology, economic and business practices. For example, the current emphasis on human capital and talent management is having a major impact on the present and future role of recruiters. Many recruiters are now concerned about subsequent candidate job performance and retention, and not just the initial hire. Their horizons now include the full talent management lifecycle. The emphasis on talent has also brought into clear focus the consequential role of gamechanging talent within the enterprise. For years companies have talked about the value of their people, but all too often their actions still view people as labor, a cost and interchangeable resources. Foster (2004) has segmented the new human capital market as follows. Types of Talent and Their Role in the Organization Executive and Senior Leaders Game Changers Multi-Skilled and Hard to Find Professionals Critical Hires Single-Skilled Employees in Commodity Jobs Team Strength NOTES AIRS Core Recruitment Skills 9

10 Future Visions (continued) The game changers are not simply people with the highest title in the organization. They relate to the strategic job categories (Kaplan and Norton, 2004) and include: the CE0, top executives and their successors, sales leaders and product innovators. Critical hires are employees with excellent skills in building, selling and delivering products and services and who add value to their primary interactions with customers. Team organizational strength is comprised of back and front office employees who work hard and deliver as promised. It is then useful to array recruiting approaches-both past and future-to support this human capital model. In the past, companies relied on executive search and contingent recruiters to acquire their best talent. Now, this ability needs to come inside the organization because it is so vital to a company s ultimate success. Past and Future Recruiting Approaches for Human Capital Executive Search Game Changers Insource and Specialized Consultants Requisition-Based Critical Hires Insource Supporting Team Strength Contract or Outsource It is not easy for recruiters to make the shift from the bottom of the pyramid to the middle and then the top. But this is precisely where they can bring the greatest value to the organization. To do this, however, they must earn the right to be responsible for the critical assets of the company-its best people. The AIRS Executive Search and Partnership competencies define the way to gain the respect of both hiring managers and the best candidates. 10 AIRS Core Recruitment Skills

11 Conclusion Recruiting is moving from a practice to a profession. This transition is not complete but the signs are unmistakable. Other professions are more closely regulated, monitored and measured, but recruiting has its own technologies, methods, designations and now a set of competencies for excellence in recruiting. Recruiting is also finding a home within the themes of human capital and talent management. Recruiters are now seen as having an additive impact on the organization, advancing far beyond their own desktops. The AIRS Recruiting Competency Model is a further sign of the emergence of the recruiting profession. Now, there is a standard vocabulary and language that can be used in analyzing jobs, selecting candidates, developing recruiting talent and planning for succession. These competencies are not immutable and need to be reviewed and revisited as market conditions and technology change. There may also be other ways to present these competencies and skills as this model is used and applied in professional contexts. AIRS welcomes such adjustments and improvements. NOTES AIRS Core Recruitment Skills 11

12 Appendix Core Recruiting Skills Indicators Profile & Plan Understands how to build a candidate profile that can drive an efficient sourcing program Asks questions of hiring managers to clarify ambiguous job requisitions Asks questions of hiring managers to unearth hidden success factors and skills for each requisitions Is able to determine the best sourcing method for different candidates Can develop a diversity recruiting plan to meet corporate objectives Has ability to develop a sourcing plan that maximizes sourcing dollars and reduce time to hire Source and Contact Develops effective ads and job postings Recognizes the difference between excellent and poor job postings Knows how to research and find other productive sources for different job categories Finds active candidates Finds passive candidates Finds passive candidate resumes on the deep web Finds people linked to companies, colleges and organizations Uses employee referrals to find candidates Uses personal network to find candidates Knows the best sources for diversity candidates Evaluates the effectiveness of different sources of candidates for completed searches Understands how to use and the phone for candidate contact Knows how to quickly build rapport on the phone Lacks fear of cold calling Clear written and verbal communication skills Assess Recognizes the profile of candidates who are most likely to be successful for specific job categories Identifies quickly candidates that are under qualified from reviewing resumes Gathers relevant information from a resume for specific job categories Assesses candidates true goals and motivations Uses technology to assist in the screening process Is able to screen multiple candidates for many different jobs 12 AIRS Core Recruitment Skills

13 Appendix (continued) Assess (continued) The AIRS Recruiting Competency Model 25 Understands the different purposes and value of different assessment methods Understands the concepts of reliability and validity in measurement Prepares structured interview protocols Conducts behavioral interviews Listens attentively to candidate responses and accurately records results Assists others in the hiring process on conducting effective interviews Knows when to use standardized tests for selection Checks references effectively Does not make snap judgments Knows how to balance all the feedback about candidates Makes the best recommendations based on the match between company and candidate Finds passive candidate resumes on the deep web Present and Close Presents advantages of the candidate to the hiring manager Asks questions to anticipate potential objections or problems in closing Presents advantages of the company and the job to the candidate Is persuasive in communicating benefits Answers questions quickly and responsively Explains clearly the features and ramifications of the offer Explains clearly the features and ramifications of the offer Overcomes typical objections, including salary level, career growth, counter offers and hesitation Negotiates effectively to achieve results Gains commitment Follows up after hiring to ensure satisfaction Summarizes key activities and tracking information for hiring manager, including EEO requirements AIRS Core Recruitment Skills 13

14 Appendix Performance Traits Indicators Drive for Results Is motivated to win Is dedicated to results, not activity Has tenacity and perseverance Does not quit if discouraged Finds better, faster ways to achieve results Uses metrics to judge performance Does things before being asked Inquisitiveness Ask questions Does not settle for obvious and simple answers Wants to know more Wants to understand why Looks for different and better ways to accomplish tasks Looks for reasons and not just symptoms for problems Sales and Service Orientation Puts internal clients and candidates first Treats people with respect and interest Responds quickly to questions Does not let internal bureaucratic processes interfere with customer activities Commits to quality conversations and the time to grow the relationship Goes the extra step to please clients and candidates Relationship Builder Establishes rapport quickly Takes a genuine interest in people Listens well Has a positive outlook and sense of humor Enjoys linking people up and making connections Likes to share and make opportunities available to others 14 AIRS Core Recruitment Skills

15 Appendix (continued) Flexibility Adjusts easily to change Tolerates ambiguity Is not rigid in approach Does not strictly adhere to a job description Can modify a position if evidence is presented to the contrary Understands how internal and external factors can affect decisions Can assimilate and synthesize a great deal of information quickly Learns fast Passion Is enthusiastic about recruiting Advocates the valuable role that recruiting plays in strengthening human capital and the competitive position of the company Enjoys helping people achieve their goals Articulates value propositions and strong feelings well Wants to be the best Gets satisfaction from great matches between companies and candidates Is committed to integrity and the ethics of the profession NOTES AIRS Core Recruitment Skills 15

16 Appendix Market Intelligence Executive Search and Partnership Indicators Understands demographics, labor supply and skill gaps Aware of new and alternative sources of talent Knows competitive positioning of the company Knows supply, demand, salary levels, and candidate needs and requirements for specific job categories Knows the supply and demand for diversity candidates for different job categories Can find answers to market, labor and competitive positioning questions on the web Anticipates future trends and workforce characteristics Business Savvy Understands the strategy, business and competitive positioning of the company Recognizes the different perspectives and priorities of executives and functional groups within the company Looks at multiple sides of issues Anticipates the consequences of actions or situations Can describe the company s value chain Knows how to construct a business case Understands the difference between activity and results measures and the key concepts of the Balanced Scorecard Conducts surveys to pinpoint issues and problems proactively Uses data and results to make decisions Recognizes the value and best use of different types of data Can use the web to find out information about businesses and metrics Organizational Management Gains respect of the hiring manger Understands the organizational culture and how to get things done. Knows departmental objectives and priorities Can operate within the formal and informal structure of the company Listens to the needs of hiring managers Sets expectations for all involved in the hiring process Gains agreement on schedules and responsibilities Follows through on commitments and activities Manages activities for all involved in hiring process 16 AIRS Core Recruitment Skills

17 Appendix (continued) Organizational Management (continued) Thinks beyond the words on a job requisition to understand what is needed Has a strong commitment to all internal clients Projects future needs and hiring levels Provides value-added information and advice to hiring managers Services multiple searches and hiring managers effectively Makes the best match between organizational and candidate needs and requirements Keeps in contact after the hire has been made Candidate Management Gains respect of candidates Understand motivations, needs and interests of candidates Listens to each candidate Presents properly the company and job opportunity Sets expectations clearly Provides feedback and status at each stage of the process Communicates frequently and meaningfully with candidates Answers questions quickly and clearly Follows through on commitments and activities Treats every candidate with respect Adds every candidate to the network Uses technology to streamline applicant tracking/management Services effectively many candidates simultaneously Keeps in touch after the hiring period Network Building Views every meeting as a network opportunity Uses technology to systematize candidate information Includes past, present and not yet successful candidates in the network Includes internal and external contacts in the network Maintains the network by deleting inactive members Provides regular communication and value-added messaging Targets specific messaging to specific groups/individuals in the network Treats every member of the network with respect Uses technology to build the network and find new members Quickly matches network members to new jobs AIRS Core Recruitment Skills 17

18 Contact Us 67 Etna Road Lebanon, NH Ph: Sales Team: Ext or Ext E: or Customer Service: Ext. 2 E: cs_airs@adp.com LivePerson Chat Accessible from MyAIRS page AIRS is a global leader in recruitment training and offers seven industry recognized certifications and more than 35 recruiter training courses. Led by industry experts, AIRS Training courses introduce you to the latest recruitment and sourcing strategies and innovative approaches to finding passive candidates in today s competitive market. We provide the hands on experience that will increase your success rate at attracting and locating top talent. For more information, visit AIRS is a registered trademark of ADP, LLC. ADP and the ADP logo are registered trademarks of ADP, LLC. All other marks are the property of their respective owners. Copyright 2015 ADP, LLC AIRS 67 Etna Road, Suite 400, Lebanon, NH, 03766, All Rights Reserved. The ADP Logo and ADP are registered trademarks of ADP, LLC. Copyright 2015 ADP, LLC. ALL RIGHTS RESERVED.