So, a top recruiter for a big Silicon Valley company, who was at least good enough to survive the past year of carnage in all industries, was recently told by his bosses that he wasn’t “strategic” enough. Who knew? Certainly not this guy: he thought he was doing a good job. Turns out, he’s thought of as a “super doer” (as in, a manager who does his employees’ work because he thinks he can do it better) and only hung onto his job because he had good relationships with everyone.
Kevin Wheeler at ERE.net blogged about this interesting problem. The recruiter eventually did some of his own research:
“Mark spent a few days talking to various managers and asking what they thought an ideal recruiting function might offer them. What would “strategic” look like to them? And, also, what was wrong with being a good executor?
He was a little surprised to learn how many managers saw recruiting jobs as cushy and overpaid. They felt almost anyone could post a job and whittle down a bunch of candidates to a few that were suitable.”
MANAGEMENT FAIL. This suddenly is not a “recruiter is bad at his job” problem but a “management has no idea what you do” problem. Does this sound like you? Worried you’ll never get promoted? Wheeler’s suggestions for correcting the stereotypes follow:
-Start talking the language of business.
-Begin understanding and explaining the employment market. Use BLS statistics, local employment agency, and more.
-Start focusing on offering sustainable solutions. Do more with fewer.
-Start gathering, interpreting, and using data and metrics to make decisions.
-Learn to sell…A great recruiter will close almost every candidate and will work to overcome objections, build relationships, provide flexibility, gain trust, and work toward compromise.
How does this sound? Is there more to be done to help recruiters “move up the ladder of respect”?