Most of us know what an SLA is and how it is used. Simply put an SLA is - is a where the level of service is formally defined. What that means is, it states who does what, at what level, and by when.
As it relates to staffing and particularly corporate staffing, it is what the staffing professional commits to with regards to an position and the hiring manager(HM). However what most staffing professionals do not realize or incorporate in their SAL, is the hiring manager requirements.
That is a shame, as this is your time to get in writing, not just what you will do, but what the HM will do. This is your chance to get in writing how long they have to do it. For example, this is where you can get in writing how long the HM has to respond to you about a candidate.
I guarantee if you get a good SLA that outlines not just what the HM can expect from you but what you can and should expect from them, and it is agreed upon by all parties. You will have a much better relationship, and you will get allot more done. You will create a true Hiring Team(HT), that will no longer have a clear line of demarcation, but instead will be one team, on the same sheet, working hard towards a common goal, with no finger pointing.
A true, 2 way SLA is the key to creating a utopian staffing relationship with your hiring group.
As with any relationship communication is key. I have found it is far better to over communicate than under communicate. Clients appreciate knowing what is going on and one of the biggest complaints about recruiting is lack of communication. One of the biggest ways to do this is to manage your inbox. Do not let it become overwhelming and a place where emails go to die. Stay on top of it. Respond to emails form your client in a timely fashion. Create rules and alerts to help deal with some of the emails and when in doubt communicate to your client about everything. Trust me they will appreciate.
So, we as staffing professionals are held accountable for candidate and client (HM) satisfaction. This is measured with a survey and subsequent percentage for success according to a set of question that are answered with a rating scheme.
However so much of our ability to be good, is dependent on our HMs. If you have a good HM you will be successful, if you have a bad one you will fail. To that end, there should be, and in some companies there is, a Partner Sat rating. This would be done the same as the candidate and client sat ratings, only it would be the staffing professionals and HR who work with a given HM who would be rating the HM. This would then allow the powers that be, to see who is truly committed to filling their positions, working with the staffing professionals and HR, and who is not committed and are a detriment to the process.
Change, one of the scariest words in the English dictionary, also one of the most exciting, and perhaps one of the most important. Change means - to become different, or make something or somebody different. For us in staffing it means the ability to be flexible. This means just because you have a process, and it works, does not mean you should not look for ways to make it better, ways to change it for the better, ways to modify it for use with hiring teams that work differently. In some cases it is a philosophical change, in others it might be an automation change. But always look for ways to make the process, Hiring Team, and you better. Sometimes these changes are more a matter of finding out what works with which hiring teams.
Things change, and sometimes if you do not change with it you become a casualty of it. If your company moves from a get the job done, large amount of openings mentality to less openings, more consultative approach and you do not, you will find yourself no longer successful. Be flexible, be open, think, listen, change and change management will be easy.
Over the last few months, I have dealt with a few candidates who, rather than supplying an up to date resume, want me to use their LinkedIn Profile. While I can understand why, the reality is a LinkedIn profile in most cases is not a resume. It is the next step up form a Cover letter but below a resume. Like a mini resume or mini bio, but not a resume. They usually do not supply all the information needed, they cannot be presented to hiring managers, or put in ATS systems.
The profiles are there to give general background, but not to tell the whole story and in most cases, they do not. Now some will say, and rightfully so, a resume does not tell the whole story. However it tells, allot more than a LinkedIn profile. So we need to make sure that the candidates understand this, and if they are truly interested in considering other opportunities, they should want to be presented in the best light, and the LinkedIn profile, by itself, does not do this. A resume does. Now of course there are stronger presentations than just a resume, but they all start and stop with a resume. The strongest presentation you can have is a LinkedIn profile, recommendations, combined with a resume and cover letter. The easiest way to do this is ensure you resume has your LinkedIn profile url on it.
So this is part 4 the end.
Over the last few weeks I have posted allot of info about the 3 models. I posted roles, responsibilities, positive and negative point about each as well as metrics used to measure the success of each.
Now for a few tidbits, things to keep in mind when deciding, and my overall thoughts.
The A-z Model or monofunction is the oldest. One person does it all. It can work, but to make it work you need to ensure the following are in place:
This is not to be said there are not some who can handle more than 30 openings at a time and be successful. I myself held over 100 and hired a record number 112 people in 1 year in a corporate position. I averaged over 90 a year during my time in this position, so it can be done. However that is not the norm. In order to be able to handle more than 30 and have any real success the following skills, tools and abilities need to be present.
Like with the monofunction this is not to say the team cannot handle more but you need 2 people who are experts in their part of the process.
The trifunction model is the newest and being tried allot. Here the SLC is split in three. To make it work the following needs to be:
This model is the best of all worlds as you can do just in time staffing, short term staffing, and long term(greater than 60 days) projection staffing. Here you can do active and passive, and social staffing becomes huge.
Like with the monofunction and difunction this is not to say the team cannot handle more but you need 3 people who are experts or near experts in their part of the process.
If you are worried about just in time and perhaps up to 60 days out you can use the difunction model.
If you are looking at just in time, short and long term staffing then the trifunction works best.
ends=results results for our purposes means; just in time, near term, and long term staffing.
So each model serves a different ends, if formed correctly. This is not to say any model cannot perform the same ends, but it becomes harder for some models to perform some ends then others.
There you have it.
Staffing models, wow there are a lot of them, or so you think. The reality is there are only a few.
Full service-you have a Staffing Professional (SP) or Recruiter doing A-Z, the whole Staffing Lifecycle (SLC).
Hunter-Gatherer-basically you split up the full lifecycle into the hunter or finder-sourcer who may or may not screen and the gatherer-SP who does all the rest once the hunter has handed it off.
Committee-basically, you use several different people, each performing a different part of the SLC to get the job does. This model means breaking the SLC down to at least three roles. Usually the breaks are sourcer, interviewer/screener, and presenter. The sourcer finds the candidates; the interviewer/screener interviews them prior to presentation to client. The presenter presents them to the client and performs the rest of the SLC. This model goes after the assumption if your company has say; a 4–1 interview to offer ratio, and a 4–1 screener to presenter ratio, and a 4–1 sourced to screened ratio, this means your screener needs to screen 16 candidates to get 4 interviewable candidates, and that means your sourcer need to find 64 sourced candidates. Therefore, you can imagine why they would break this down. Of course, you can break the SLC down to even more than three but you get the idea.
This is really it, every model you have seen, heard about or worked within is either one of these or a variation of one of these. The first two are the most common.
So this is part 3 of the series or in reality it is the 4th installation but we are talking about the 3rd model. Here we are going to focus on the trifunction model also called sourcer(Also can use titles of researcher)/caller(also can be called screener or interviewer)/account manager(also can be called)client manager. (for acronyms see first post in this series)
In the trifunction model 3 staffing professionals split the SLC in 3 parts. One does the account/client management function(this includes candidates presentation, arranging tech screen, arranging and conducting in person interviews, offers, declines). One does screening/interviewing of sourced candidates(initial HR screen), and the 3rd does the sourcing/lead generation. (see blog on job duties of all 3 functions).
The advantages of this model are:
Some of the matrixes that can be used to measure success are(these are the best and most common, but there are others(see blog on matrixes):
For Account Manager(AM)
Helping people connect with their Destiny”