Content and Campaigns
New recruiter roles are emerging in the talent acquisition space.
In our most recent webinar, we invited Kevin Blair to discuss the recruiting skills of 2020, or the skills recruiting teams need to meet the rising expectations placed on them by the rest of the business. Between the changes and growth in scope of traditional teams, and the advent of new ways of working, new recruiter roles are emerging and gaining in momentum.
*This post is the second in a three-part series. The third part will be published next week. *
We’re discussing these new recruiter roles because, essentially, the way talent teams have operated for the last decade does not suit the new decade. It’s suboptimal for a few reasons, such as:
Teams cannot correct the above without changing substantially, and adopting a new operating model that translates into new recruiter roles—among other things.
We like to roughly park the needed changes under two umbrellas: process, and data.
Optimizing by redesigning the recruiting process. There is so much that can be done here, from introducing simple changes in decision-making to introducing entirely new working philosophies. You can find examples along the entire spectrum between the two:
Moving from a historical to a future-facing use of recruiting data. This one is related to how to use candidate and recruiting data to make forecasts and reduce uncertainty, and not just to report on past activities:
This is what most talent professionals mean when they talk about new ways of working. These are not part of the typical day-to-day of recruiters, sourcers, or recruiting team managers. Traditional team set-ups don't make it easy to decide who should own which of these new processes.
It’s very rare for a talent team to be able to implement a full restructuring in one fell swoop, so the framework below should be seen as an example of what good looks like, or a guide for a work in progress, and not a final template that a team should attain in 6 months.
How can you organize the skills needed to implement improvements like prioritization of tasks, alignment with business goals, or future-facing reporting? How do you make them come together into roles that are complementary, able to cooperate, but also possible to train or hire for?
Talent operations as a function is meant to enable the rest of your talent team, but also ensure it stays aligned with business goals. A talent operations specialist should be able to work with different stakeholders to deliver everything from workforce plans to capacity utilization models to supporting data to inform and influence both peers and leaders.
Data analysis and technology implementation skills are a must, of course, but so is communication and collaboration. This is the function that will help you encourage adoption of new ways of working, or bring valuable insight into the feasibility of a new business initiative. Those rely on data and technical expertise far less than on communication and organizational intelligence.
The digital recruiter is probably one that is closest to sophisticated recruiters and sourcers in a traditional team set-up. They are equipped for handling high volumes and a variety of roles, which means they do their best work when handling the low-priority, high-volume roles found in the red boxes in the 2-axis prioritization chart above.
This role is about optimizing for efficient and timely delivery. Digital recruiters, as their label suggests, are skilled at both identifying candidates but also selling them on the job over multiple channels. They can hire someone over email, on the phone, or on texting apps of all stripes.
The agile aspect of recruiting is a spectrum, as every team will implement agile recruiting methodologies in a slightly different way. Even in the model above, there is a difference between a recruiter that works on individual goals and one that has team targets to meet.
Not every type of role can be neatly batched into a convenient set of team goals, where different specialists tackle different aspects of the journey. Agile recruiters who tackle those roles have to operate in a different manner than those who work in sprints with team priorities, but they still have to manage their own overlapping priorities and conduct retrospectives to iterate on the next set of roles, for examples
These 4 categories are by no means an exhaustive cover of every type of new recruiting role that should exist in a modern recruiting team. However, as a basic skeleton that is meant to be enriched by an organization’s specific needs, it’s a great place to start.
The role of recruiting operations in particular can be explored a lot deeper, as it helps bring together this new breed of talent teams. We will do exactly that in the last part of this series, "Recruiting Skills in 2020: The Role of Recruiting Operations".
We analyzed and ranked the talent attraction practices of the Fortune 500, and learned how the world's most successful companies attract and engage the best candidates.
Content and Campaigns
Nada Chaker leads content and campaigns at Beamery. She writes and reads about the latest news in Talent Acquisition, but also about business strategy, startups, food and indoor plants.
The boundaries delimiting the traditional talent organization are becoming increasingly blurred as the nature of work changes.
We are excited to announce that Kevin Blair has just joined Beamery as Vice President of Talent Strategy, and will be based in our London office.
71% of organizations worldwide report using agile methodologies to manage projects.