How to Build a High-Performing Talent Advisory Team

How to Build a
Team of Talent
Advisors
Knowledge Partner

Introduction
Identifying Talent Advisors
Enhancing Knowledge and Driving Behaviours of Talent Advisors
Measuring the Performance of Talent Advisors
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2
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4
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INTRODUCTION
Knowledge Partner
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Do your Monday morning blues start with
liaising between hiring managers and recruiters?
TALENT ADVISORS WANTED
Introduction
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Knowledge Partner
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Getting recruiters and hiring managers to go from exchanging glares to exchanging
notes may be difficult. In fact the CEB Recruiting Leadership Council Report ‘Redefine
Recruiters as Talent Advisors’, points out just how deep the differences run.
Introduction
Advisors
of Talent Advisors
Knowledge Partner
More than one-halfof recruiters
rate themselves as having advanced
business influence, but less than one-
quarter of recruiting managers agree
The report further says almost 90%
of recruiting managers report they make
time to develop their direct reports,
but only one-half of recruiters rate their
managers as effective at development
The solution lies in building a team of Talent Advisors (TAs), who evolve from being
mere implementation engines to becoming strategic partners in the recruiting process
with an eye on business outcomes.
90%
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IDENTIFYING TALENT ADVISORS
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Identifying potential TAs starts with spotting the attributes that make one.
CEB offers a framework1
that singles out the five most pressing behavioural
imperatives, and a corresponding online assessment to evaluate recruiters
against the Talent Advisor model.
Crucial Capabilities of Talent Advisors
Introduction
Advisors
of Talent Advisors
Talent Strategy Knowledge
of the Business
Outperform by 20%
Benefit
Capability (the extent to which
a TA is likely to outperform the
average recruiter)
Behaviour and Action
Well-balanced
view on hiring
decisions
Action Talent needs in the light of changing
business strategy
Help hiring managers strike an effective balance
between quality and speed
Partner hiring manager in identifying the right
skills, characteristics of candidates
Help hiring manager prioritize candidates based on
business needs
Point out business and talent risks of hiring specific
candidates
Challenge deep-rooted talent assumptions
Update hiring managers on the relevent trends in
the labour market
Use competitive analysis to benchmark against
key competitors
Study the demand-supply of talent
Understand the best sourcing channels and messages
to effectively reach the candidates you want
Proactively keep in touch with passive candidates
keep an eye on the best talent across the industry
Develop a thorough understanding of business
priorities starting with how the business makes
money
Talk the language of the business
Base position recommendations on how they
create value for the business
Challenge hiring
manager if reason
dictates it
Use knowledge of
the labour market
to influence hiring
decisions
Build a relevent
pipeline for the
future
Demonstrate
the business
advantage
of recruiting
recommendation
Persuation of Hiring Manager
Outperform by 17%
Expertise of the Labour
Market
Outperform by 16%
Lead Generation
Outperform by 16%
Business Acumen on the Firm
Outperform by 15%
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CEB report ‘Redefine Recruiters as Talent Advisors’
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Re-enforcing the talent advisor capabilities called out by the CEB report,
Stephanie Gillies, Asia Pacific Talent Acquisition Strategy & Transformation
Director – Accenture, has a bucket-list of behavioural traits that she looks for while
building her own team.
Introduction
Advisors
of Talent Advisors
STEPHANIE LISTS THREE RULES OF THUMB
SALES
EXPERIENCE
STRONG NETWORK
BUSINESS
PARTNERSHIP
People with
sales experience
typically make good
prospective talent advisors,
particularly those who have
experience in interacting with customers
and are comfortable doing so. The
presumption is that they are good at
consulting with candidates and can
adapt their sales experience to drive
alignment between aspirations
of candidates and what the
organization has
to offer.
Candidates who
have strong internal
and external networks
go a long way in adding value
to their roles as talent advisors.
Relationships that candidates hold
even with recruiters of competing
companies are valuable in
devising talent strategy.
An outside-in view is
important.
Approaching
a recruiting job role
with the perspective of a
business partner in addition
to being a process manager
speaks volumes about a candidate.
This shows that the candidate can
bring in a strategic perspective
and further business interests
of the organisation while
fulfilling recruiting
requirements.
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“In the interview process there are various ways in which we
gauge these three essentials. Networking skills can be assessed by
asking the right questions during the interview, by using social
professional networks, and then backing it up with due diligence.
Sales experience is easier and is usually reflected in CVs. This is
followed up with situational interviewing.”
Stephanie Gillies
Asia Pacific Talent Acquisition Strategy & Transformation Director
Accenture
Introduction
Advisors
of Talent Advisors
As someone with an APAC view,
Stephanie points out that while these
behaviours are something she looks
for across geographies, there are
specific considerations that need a
more granular or localised strategy.
Stephanie looks out for knowledge
and respect for the local culture in
all prospective candidates. When
hiring cross-border resources,
the most critical trait is the ability
of the candidate to be able to
communicate and connect in the
local environment.
Stephanie with her team in Japan
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Introduction
Advisors
of Talent Advisors
Punith Suvarna, Head of Talent Acquisition at LinkedIn India, emphasises the
importance of building a team of talent advisors who share a common vision of
success for the company. He believes that it is important for every member of his
team to be a brand ambassador and promoter of the organization because they are
the first point of contact for prospective hires. Therefore picking the right recruiting
team pays rich dividends.
To identify the right candidates for recruiting teams, Punith recommends a six point
process that tests candidates for ‘Values and Culture’ fit.
Step 1: Gauging the
experience, transformation
and motivation of the potential
recruiters via a telephonic
conversation
Step 2: Understanding how they
have used social platforms for
recruiting and their sourcing
techniques. At this stage it is
important to understand how
they manage conversation
funnels in the recruiting process
Step 3: A check on their
capabilities as talent advisor
is the critical next step. It
is essential to assess how
well they can follow the key
measurement metrics identified
in your recruitment team
Step 4: Then comes the
assessment of culture and
value fit in the organization by
the cross functional manager
who is likely to work with the
candidate
Step 5: The final evaluation
is done through role-play.
Candidates are given
scenarios that help the talent
leadership gauge how they
will potentially perform in
their actual job roles
Step 6: Overall
assessment of fitment
including culture fit by the
head of talent acquisition
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Knowledge Partner
“Hiring for the future involves collaboration between recruiting
teams, a focus on building relationships and driving thought
leadership. We hire talent that adds greater value to our team
and allows us to achieve better results. At the heart of our
recruiting strategy is exceptional operational excellence which
is achieved through a common macro vision of business goals.”
Punith Suvarna
Head of Talent Acquisition
LinkedIn India
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Knowledge Partner
“As a recruiter, I have been very fortunate to have supportive
managers in my career. There were times that they pushed me
outside of my comfort zone and challenged me to do better, but
they also ensured that I have the necessary support to achieve
them. Great managers have a great way of getting the best
out of their people but also providing them the learning and
development necessary to advance their career.”
Marco Dela Pena
Fletcher Building – ANZ Recruiter
LinkedIn Top Social Recruiter 2016
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ENHANCING KNOWLEDGE AND DRIVING
BEHAVIOURS OF TALENT ADVISORS
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Knowledge Partner
“Talent advisors go beyond the obvious to help businesses make the
right hiring decisions, rather than just take orders. To facilitate this we
should equip our recruiters with the right tools, education and trust,
and enable them to build fruitful relationships with both talent and
business. Empowered Talent Advisors can become true business partners
by keeping a pulse on the target market. Talent analytics can further
build a truly valued partnership because talent advisors can use it to set
the right expectations, provide alternative solutions and meet business
demands effectively.”
Anil Gidh
Vice President and Head of Talent Acquisition and Resourcing
Capgemini India
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100LinkedIn certified
Introduction
Advisors
of Talent Advisors
Making development continuous and engaging
Capgemini India created a group of social sourcing ambassadors, who were
members with the potential to scale up recruiting efforts by making the most of
social media. They were groomed, trained and equipped via bootcamp sessions
and LinkedIn profile makeovers, to attract the best talent that social networks had
to offer.
In addition to recruiters, it is important to train hiring managers as well, to promote
a shared vision of success for the organisation. Customised training sessions
were created for new joinees and hiring managers with content relevant to each
that included content-sharing best practices, social media guidelines, tips to
update personal profiles, communities to join and ways to leverage connections
to attract talent. It all culminated in LinkedIn certifications and a dashboard for
tracking individual learning journeys.
1.
Identification of the right talent needs to be followed up with a plan to
direct all that potential optimally. Capgemini India systematically invested
in learning and development to keep recruiters in the organisation up to
speed.
Today, Capgemini India has over
recruiters in India.
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Introduction
Advisors
of Talent Advisors
“It’s important for TA leaders to drive the right behaviour
with their teams. We focus our energies on training our teams
on effective sourcing, negotiations and conversions. We have
seen a co-relation between the top-performing recruiters and
certifications. That is why we have over-indexed on training and
certifications.”
Anil Gidh
Vice President and Head of Talent Acquisition and Resourcing
Capgemini India
Knowledge Partner
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Making development fun
It’s no secret that teams are best at what they enjoy the most. Capgemini India
encourages recruiters to participate in 3rd party sourcing contests to stay best-in-
class in the industry.
They ran a successful event called the ‘Capgemini India Recruitathon’ across four
cities. Planned and executed in collaboration with the team at LinkedIn, this half-
day event accelerated efforts to build a pipeline of talent.
2.
Introduction
Advisors
of Talent Advisors
Over 4300 leads were
identified in less than three and a
half hours of sourcing, with 3500
leads contacted
The team received 373
positive INMAIL responses
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Introduction
Advisors
of Talent Advisors
373
InMail Responses
Funnel Built via the Capgemini India Recruitathon
89
Proposal Stage
38
Interview Stage
15
Offers
Capgemini India RecruitathonKnowledge Partner
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“I think the biggest distance needs to be covered in getting
teams to become actual business partners. HR talent needs to
be comfortable in influencing and negotiating with business. It’s
important to have a view or form an opinion to drive influence,
which is why I encourage my teams to learn by networking
extensively. I think this is the single most important step for the
APAC region today.”
Stephanie Gillies
Asia Pacific Talent Acquisition Strategy and Transformation Director
Accenture
Introduction
Advisors
of Talent Advisors
According to CEB
2
, only 19% of
recruiters today qualify as Talent
Advisors. Identifying and developing
Talent Advisors may well provide
early adopters that much sought-
after competitive edge.
19%
2
CEB report ‘Redefine recruiters as talent advisors’
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MEASURING THE PERFORMANCE
OF TALENT ADVISORSKnowledge Partner
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Introduction
Advisors
of Talent Advisors
Measurement is key in reinforcing the need to groom recruiters into talent
advisors. According to research by CEB, “holding recruiters accountable for
business impact metrics (in their role as talent advisors), in addition to process
metrics, generates an additional 25% impact on recruiter performance.” So how
can we successfully measure talent advisors?
With 20% of managers regretting their latest hires, CEB’s research shows that
there is a long way to go before the average recruiter is able to drive better quality
of hire. Once recruiters evolve into decision influencers, they are twice as likely
to be high-performers in today’s new work environment. As of now, only 19% of
recruiters are Talent Advisors.
CEB’s Recruiter Performance Scorecard (RPS), can help plan the transition by
assessing recruiters against the proprietary Talent Advisor model. It collects
feedback from hiring managers, new hires and recruiting managers, and
supplements that with the recruiter’s self-assessment of their Talent Advisor
capabilities.
For instance, JP Morgan Chase, brought about a balance between strategic and
traditional or process-driven functions of TAs, by breaking down the weightage
that needs to be allotted to each function.
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Weightage of process-driven functions versus
strategic functions for recruiters
Recruiting
effectiveness
Process management
and compliance
Customer
focus
Strategic competency
assessment
Traditional measures
Strategic measures
45%
20%
20%
15%
40%
20%
20%
20%
Scorecard for
Volume Hires
Scorecard for
Experienced Hires
Introduction
Advisors
of Talent Advisors
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Knowledge Partner
“Be proactive as a talent advisor, even though recruitment always seems
reactive. Challenge stakeholders and provide alternative ideas to become
the trusted advisor they’re looking for. Increase your knowledge by
leveraging the expertise and experience of your stakeholders.”
Harith Taylor
Medibank Private - ANZ Recruiter
LinkedIn Top Social Recruiter 2016
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Introduction
Advisors
of Talent Advisors
Punith Suvarna with his TA Team
Knowledge Partner
LinkedIn India’s Punith Suvarna, believes that a ‘Transformation Plan’ needs to be
implemented to make the shift. He believes that while achieving results is important, ‘how’
they are achieved is also critical. The key, therefore, is to encourage individuals to have
their own, distinct transformation plans that help them achieve the desired results.
The three-point measurement yardstick for the recruiting team involves LEADERSHIP that
inspires, LEVERAGE that helps maximize efficiency and effectiveness; and a focus on
RESULTS.
Moreover, he says that it is crucial to set the right expectations with every individual, to
define the measurement metrics and provide clarity on what is expected of each individual.
To sum it up, more encouraging results can be achieved through a consultative approach
which includes a focus on feedback from internal teams and integrates the candidate’s
own experience.
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Founded in 2003, LinkedIn connects the world’s professionals to make them
more productive and successful. With over 400 million members in more
than 200 countries and territories worldwide, including executives from every
Fortune 500 company, LinkedIn is the world’s largest professional network.
LinkedIn Talent Solutions offers a full range of solutions to help organisations
in various stages of growth recruit relevant talent, build their brand, and grow
their business.
Contact us to use data and analytics to build your team of talent advisors.
CEB is a best practice insight and technology company. In partnership with
leading organizations around the globe, CEB develops innovative solutions to
drive corporate performance. The brand equips leaders at more than 10,000
companies with the intelligence to effectively manage talent, customers, and
operations. CEB is a trusted partner to 90% of the Fortune 500, nearly 75% of
the Dow Jones Asian Titans, and more than 85% of the FTSE 100. CEB offers
a full suite of resources for developing Talent Advisors, and measuring and
managing their performance. For more details, please contact us at
asia.marketing@cebglobal.com or click here.
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