I was very inspired to read Lou Adler’s assessment on the state of corporate recruiting. Occasionally I read a blog post that gets remembered as a tipping-point; in this article Adler makes it clear that the era of monster.com-type systems, and the corporations that favored them are done.
Let me get to the gist of the article: when companies allow themselves to be deluged by resumes, they do not select superior talent. Adler claims that the interconnected digital talent economy is now an economy where recruiters can locate the talent they desire, and lure the talent they desire more effectively. Because of the flatness of the talent landscape, driven by search technologies and professional networks, the same talent will become available to everyone. This leaves firms in the position of having to make the best deal to land and secure the talent out there.
Adler insists that a newer, more 360 degree form of recruitment must emerge. Though this model is not made clear in the article.
Almost to flesh out the details missing in this idea of 360 recruiting, I defer to the recruiting industy’s guru, John Sullivan, whose recent blog post, “The 25 Irrefutable Laws of World-Class Corporate Recruiting” leaves me in awe. Spending five minutes with this man will leave one thunderstruck.
In this brief but highly effective post, Sullivan highlights the need for corporations to build pre-hire networks, built of people they would ideally hire as an opportunity arises.
I am very influenced by the talent-requisition systems modeled at Cisco this decade under John Chambers, where an internal social-network system helps an executive locate talent relevant to an idea he or she has. The talent is assembled on-demand and a project is initiated.
The way that Cisco operated in its heydays is emblematic of how industries across the board must instruct its recruiters and hiring managers to operate: create the pools of talent now, and draw from them later, with little warning. The online group is a highly effective means to do so.
As I have written earlier this year, the online talent community is possible, but difficult to construct beyond what recruiters make themselves. This is what I believe Adler is pointing to, as the next-gen talent network.
Inside our peer technologies we provide a rich set of tools to a recruiter who wishes to do this. A recruiter has the ability to peer deeply into the current talent pool within the global university system, then cull them into a distinct pool belonging to them to make strategic hires.
Where we distinguish ourselves among peer firms is our ability to offer a recruiter a flat, unlimited space in which to identify people of high impact. Having the wideness of search capability is really our ace-in-the-hole, given our focus on young people, and early professionals moving through the global education system.