The Evolving Role of Recruiters

evolution and growth

As many of you know, I’ve taken a new role and once again it is an opportunity for me to take a great team and move them forward. The organization I’ve joined, Signature HealthCARE, is focused on Revolution, in everything. From changing long-term care, to learning, to rehab, and of course to TA.

Every year, I find TA moving in more and more exciting directions. Technology has helped us to create amazing efficiency. Data and analytics have helped bring precision and quality. The amazing sharing of ideas in this community has allowed recruiters and leaders to up their games quicker. Overall, I truly believe we are in the midst of the golden age of our profession.

There are two primary role shifts (or additions if you prefer) that I see accelerating through our industry over the next 12 to 24 months. First will be the shifting of recruiters from isolated specialists, functioning as essentially internal vendors, to a role of value-added business partners. Using market knowledge and data analytics to help shape not just today’s hire, but also future hiring.

We have slowly been creeping, as in industry, toward a more consultative role for several years. This includes things like doing a diagnostic intake and providing in-depth interview assessment of candidates we present. These are excellent things to do, but now, we have access to data and the ability to analyze it like never before. This empowers us to work with our customers in new ways. We no longer need to provide updates that are backward looking, we are now forward looking. With each passing day, we get better at looking further and further out with increased accuracy. This means we are no longer just talking to customers when they have an opening, but continuously.

This leads to the next exciting change, the continuing intersection between talent acquisition and talent management.

In retrospect, it amazes me that it has taken us so long to get to this point, as the fundamental logic is so apparent. To bring “talent” under a single umbrella and creating uniformed accountability for not only “filling the bucket,” but also fixing the leaks is a no brainer.

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On top of that, creating a singular talent function will allow for better internal mobility. When talent management and talent acquisition are separated there is often an unnecessary and detrimental separation between internal and external candidate pools. For example, when you meet with your recruiter to outline upcoming openings, wouldn’t you like a single source who can compare and contrast internal vs. external talent available, and help you move the right people internally and supplement with external talent?

This is going to be an exciting year, and I’m looking forward to our industry continuing to grow and adapt, and I can’t wait until the ERE conference to learn how my peers are stoking the fire of the revolution!

  • Medieval Recruiter

    “This leads to the next exciting change, the continuing intersection between talent acquisition and talent management.

    “In retrospect, it amazes me that it has taken us so long to get to this point, as the fundamental logic is so apparent.”

    Indeed it is, but it doesn’t serve a sales! model of churn and burn, get them in and just hope they last more than 90 days so you don’t have to give a refund. Talent management will ground talent acquisition to measurable and somewhat objective standards and metrics, something both recruiters and hiring managers desperately want avoid. It would lead to questions they’d rather avoid answering, like why there’s a disconnect between the claimed quality of the hire and their actual performance. Why a degree was required when the three most successful workers in a department don’t have one. Why manager X seems to never find ‘the right fit’ when almost every other hiring manager seems to work fine with the recruiting department and the people they find. And on and on. The only reason it has taken so long to reach such an obvious point is because recruiting, especially agency recruiting, is dominated by BS artist Sales! people who are all flash and no substance, all rhetoric and no evidence, all Sales! and no objective reality.

    • Ben Sian

      I’d prepared a long reply, but once I saw you’d posted, Medieval Recruiter, I knew you were going to say what I was going to say.

    • Jim D’Amico

      Since you cannot hear my applause: clap, clap, clap! Well said and honest truth.

  • Theresa Nordstrom

    Great perspective and article! I just left the corporate world after spending 20 years in HR Generalist type leadership roles. I always have had a passion for the talent acquisition and quite honestly went against the grain of what many HR professionals believed in. I totally agree that we having a deep understanding of internal and external talent is key. Both HR and Managers need to be responsible for each side…hiring, developing, engaging and retaining. Now, in my new role as an independent recruiter and talent coach I plan on integrating the two talents. My business partners always seem to value my ability to do both so I figured I’d do it solo!

    • Jim D’Amico

      Theresa, thank you, and my wishes for tremendous success in your new role!

  • Fareed Ansari

    Jim it appears what you are saying “two primary role shifts” evolution of recruiting, may be inefficiencies of “language disconnect” between employer and candidate. Also, understanding between department silos within a company which can further cloud recruiting language. This is true in the candidate community also, as it applies to geography and local usage. This language disconnect may unnecessarily impede expectations, impacting desired results.