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With so many new recruiting technologies, the employability of a recruiter who only maintains their current level of skills will be extremely low. If you want to stay ahead of the recruiting curve, here’s where you need to develop.
There are 10 million Millennials entering the job market in the next few years — and they expect a better candidate experience. A survey by Talent Board of more than 250,000 people, found 60% of respondents who say they had a positive candidate experience admit they will go out of their way to encourage others to apply to the company. 25% of respondents who say they had a negative candidate experience admit they will go out of their way to discourage others from applying.
Firstly, you must be able to convince the best-identified prospects to apply. Secondly, convince them to accept an invitation to interview. The third selling area involves convincing hiring managers to accept the proposed candidate slate, while the fourth is to convince the candidate to accept an offer if it is presented. With technology taking over most finding and assessing, selling is the final critical area that no technology will likely replace.
A wave of new recruiting technologies is currently being developed. If you expect to have job security as a recruiter, it’s time to realize that you can add value by becoming a technology expert. In addition to continually learning about these new hardware and software technologies, it also makes sense to become an expert in assessing vendors and new products. If you can implement them, and teach other recruiters and hiring managers how to use them you will be indispensable.
In the future, when recruiting loads are reduced, you should expect the recruiting function to shift to an internal but broader talent consulting role. The very best recruiters will be asked to provide advanced consulting advice and talent direction to executives and senior managers. Obviously, providing consulting advice and influencing executives to take strategic talent actions requires a completely different skillset. In order to be a successful talent consultant, you will have to be able to persuade with data, dollars, and numbers and have enough knowledge of business operations to be credible with executives.
The cost of recruitment alone is making financial departments sit up and take notice. No longer can you hide behind unquantifiable excuses. Data can be your friend, both in proving your worth and finding success with potential candidates.
Within the field, one undeniable group is showing up in the HR and recruiting jobs that are being filled, and that’s people with business backgrounds. Don’t be too complacent about keeping your job if you don’t have strong financial, analytical, tech, and sales skills. Google’s new VP of HR came directly from sales. New-hires with these skills will question the way that everything is done in recruiting and old school practices may look painfully out of place.
It pays to be especially aware of these new recruiting technologies because most of them still have no data proving that they improve the quality of hire. Be the one who figures that out with your hires. Follow up. Find out what worked, and what didn’t work. Speak to the Hiring Managers, the candidates. Gather your own data. It will place you at the forefront on your profession. As with most industries, it is paramount to continue training and developing your skills to stay ahead of the curve. But without a discerning eye, good business sense and great communication skills, technology can only take you so far.