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The AIRS Recruiting Competency Model
2009
Notices The AIRS: Recruiting Competency Model™
Copyright ©2004 AIRS. All Rights Reserved This publication is protected by copyright and all rights are reserved. No part of it may be reproduced or transmitted by any means or in any form without prior consent in writing from the AIRS.
Principal Author: David C. Forman President Sage Learning Systems Chair, HCI Educational Board
Acknowledgments The following people provided instrumental assistance in the development of the AIRS Recruiting Competency Model
Jeremy Eskansi Riviera Advisors Marc Hutto Wachovia Corporation Danielle Monaghan T-Mobile USA, Inc Rob McIntosh Microsoft Corporation Donna McKenna Pfizer, Inc. Maryclaire Ryan Abbott Laboratories Ed Sayson Lawrence Berkeley National Laboratory
Mike Foster Human Capital Institute Christian Forman AIRS Tracey McGinnis AIRS Sharon Cook AIRS
Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Historical Approaches to Recruiting Recruiters . . . . . . . . . . 3 Job Competencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Examples of Competency Models . . . . . . . . . . . . . . . . . . . . 6 Successful Recruiters: Views and Perspectives . . . . . . . . 10 The AIRS Recruiting Competency Model . . . . . . . . . . . . . . 14 Purpose and Uses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Recruiting Competencies . . . . . . . . . . . . . . . . . . . . . . . 16 Future Visions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Core Recruiting Skills Indicators. . . . . . . . . . . . . . . . . . 24 Performance Traits Indicators . . . . . . . . . . . . . . . . . . . . 26 Executive Search and Partnership Indicators. . . . . . . . 27
Introduction
There is virtually universal agreement that today's economy is driven by the talent and intangible capital of organizations. The competitive strength of companies and even countries is not tied to physical resources but to the knowledge and skills of its people. Talent is the fuel for the global economy. It is now clear, for example, that 80% of a company's market value is not determined by buildings, cash or equipment but by its people. Recruiters are not only part of an organization's human capital; they can propagate and extend its influence. A great recruiter can find, attract and enlist tens if not hundreds of people who bring new ideas, skills and networks to the enterprise. These new entrants become the lifeblood of the organization and the source of its future competitive strength. If this flow of talent slows or is reduced in quality, the organization can be impaired for years. Most CEOs understand very clearly the relationship between talent and the performance of the company. It is a major concern for them as more than ¾ of CEOs doubt that their companies can attract top talent. Because of the criticality of bringing new talent into the enterprise, top executives often get directly involved themselves, and not just for "C" level positions. Bill Gates, for example, accompanied the Microsoft
team to interview prospective software engineers at leading universities such as Canada's Waterloo University. Recruiters can have an additive impact on the new global enterprise. Their value can go far beyond their own individual position, salary and performance. It extends to the impact of the people they have ushered into the enterprise. This new role and importance is yet to be understood by many who cling to past, unflattering perceptions of both recruiters and the recruiting profession. It is not an easy conversion to now regard recruiting as being mission -critical and strategically vital. It requires new ways of thinking and acting, both within the organization and for recruiters themselves. This AIRS White Paper on Recruiting Competencies is divided into four parts. The first part briefly examines different approaches to hiring recruiters over the years, and the use of competencies as indicators of performance. Part II presents examples of competency models in business and industry. This treatment is valuable because it shows how others have addressed the issues that currently face the recruiting profession. The third part presents thoughts and perspectives on successful recruiters by three industry experts, and this discussion serves as a foundation for Part IV which is the AIRS Recruiting Competency Model. This model is based on interviews and surveys of leading experts and practitioners, and it forms the basis for the AIRS Recruiting Assessment tools and systems.
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Part I: Historical Approaches to Recruiting Recruiters
Excellent recruiters find, attract and assist in hiring great talent; mediocre recruiters lack the judgment, knowledge and skills to achieve the same results on a consistent basis. It becomes vital then to be able to distinguish between excellent and poor recruiting performance, and to select and develop recruiters to these standards. If not, the organization's talent level is left to chance and will likely whither. Recruiting is culture, nationality and time bound. Because the essence of recruiting includes finding and hiring candidates who will be successful in their jobs, it is important to recognize that "success" can have different meanings across cultures. The attributes to be successful in an individualistic culture, for example, are different than those optimized for a collective culture. Similarly, there are many differences among national rules and regulations, particularly related to the amount and privacy of data collected and displayed (SHRM, 2003). The time dimension is very apparent just from the last half a dozen years. The supply and demand of jobs and skill are two factors which impact what recruiters need to do to be successful and where the talent resides. Sourcing candidates, for example, can be very
different when there is a surplus as opposed to scarcity of available labor. The use of technology is another factor that is time-dependent. A decade ago the face of recruiting was quite different than it is today. The current challenge is to hire excellent recruiters for North American organizations in the years 2004-5. There are several different ways to approach this task. The first is to believe that excellent recruiters are born not made; and because they use many different approaches to achieve results, it is virtually impossible to predict who will be successful beforehand. While it is certainly true that there are many ways a recruiter can be successful, this approach ignores the progress that has been made in scientific selection systems over the years. This is termed the laissez faire approach because it wasn't particularly earnest or systematic. Hiring decisions were usually made on the basis of a looselystructured interview that focused on several skills and attitudes that seemed relevant at the time (Wheeler, 2003). This approach significantly narrowed the candidate pool, often discriminated against candidates not fitting the manager's private sense of reality, and also is expensive and wasteful to operationalize. It essentially leads to hiring a bunch of recruiters and "seeing who works out." The next iteration of recruiting hiring practices was more structured, less casual, and anchored in job descriptions
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and requirement statements. Jobs were often categorized in terms of formal education and experience required, and the resume became the ticket for entry. These factors were easy to measure and verify, and because of their objectivity, they helped to reduce or eliminate screening based on sex and race. While this pre-requisite approach was an important step, it had its own share of disadvantages.
level are not effective. Instead measures of, for example, market knowledge and technology proficiency must be developed so that data could be gathered and analyzed. It did not matter what potential recruiters said they could do, it mattered what they could actually do. There were two requirements that needed to be in place before this performance-based approach was workable. The first requirement is that the job of recruiting must be more carefully understood and analyzed. Job analyses must be performed and validated. At one level, this seems like an obvious and simple task. Everyone knows the basic activities of recruiting! It is probably true that most people in the field can agree on a list of recruiting tasks and activities; but the debate begins when these tasks need to be prioritized. The debate increases in intensity when people are asked to differentiate between excellent and substandard recruiters in terms of behaviors, motivation and knowledge, both now and in the future. These answers are not always obvious, intuitive or easily obtained. The second requirement for more performance-based selection is the use of multiple measures in the selection process. Each measure or way to gather information about a prospective hire has its own strengths and weaknesses. Oneon-one interviewing, for example, can provide more time for in-depth discussions and be a more casual and comfortable environment for exchanges. But criteria among various interviewers
We have learned over the past 40 years that people who qualify for jobs based on their education or experiences alone are not necessarily good performers. We now know that simply selecting people by generic measures such as education and experience don't work very well and discriminate against those with the real skills who do not have the required credentials. Kevin Wheeler 2003
Selection decisions in this case were made on the basis of what was objective and easy to measure, not what was more predictive of successful performance. In addition, resumes have become less than accurate representations of experience, calling into question one of their few advantages. Given the weaknesses of these two approaches, the next step was to begin to base recruiter hiring decisions on selection criteria more directly related to actual job performance. As we have seen, proxy indicators such as education
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can vary, and this type of interviewing can favor candidates with strong language fluency. It is vital, therefore, to make sound and reliable selection and hiring decisions based on input from various sources, including: • Review of previous experience and skills • Standardized measures • Self assessments • Simulations • Work samples • One-on-one interviewing • Panel interviewing • Reference checking Performance-based selection methods can be used when a coherent and valid job model is established and then multiple measures are used to gather data on each aspect of the model. The job model then becomes the basis for the questions to be asked and the data to be gathered on prospective candidates.
Boyzatis (1982) was one of the early proponents of using competencies to profile performance. He defines them as having attributes of knowledge, skills, attitudes, values, traits, motives and social role. Others have preferred to use KSA or knowledge, skills and abilities to define competency. In both of these definitions, there is room for subjectivity around such terms as traits, abilities, motives and social role. Byham and Moyer (1996) at Development Dimensions International (DDI) use the terms behaviors, motivation and knowledge to describe competencies. This definition is useful because it emphasizes observable and describable job behaviors. Competency models help to develop a common language and set of expectations within the organization. This common language not only facilitates communication but organizational performance as well. Competency models are versatile tools that can have many organizational roles. While the AIRS Recruiting Competency Model is to be used primarily as one tool to help select and hire excellent recruiters for the organization, there are other valuable uses, including (SHRM, 2003): • • • • Recruitment Development Performance Feedback Staff Planning
Job Competencies
A job analysis details the tasks and activities that comprise a job. A competency analysis is similar but it identifies behaviors, motivations and knowledge of successful and unsuccessful job incumbents. Competencies are typically more useful because instead of just lists of tasks, they identify behaviors that indicate success at tasks. Competency frameworks are also typically more manageable because they can focus on selected key behaviors that cut across multiple tasks.
There are several distinctions related to competencies that are worth discussing. The first is the difference between core
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and specific job competencies. Core competencies are those apply across several jobs, roles or even the entire organization while specific competencies provide greater detail in a targeted area. The advantage of core competencies is that they can enable an organization to reinforce its strategy and vision with all employees or a profession to highlight its most important values. Many contemporary competency models include both core and specific competencies. The second distinction is between the behavioral and clinical or psychological approach to measuring and defining competencies. The behavioral approach concentrates on job relevant behavior, motivation and knowledge. The clinical approach focuses on underlying characteristics that are independent of any connection to the job. The clinical approach often deals with traits and personality factors (Byham and Moyer, 1996). Both approaches have value, but for our purposes the AIRS Competency Model will use the behavioral approach because it is more practical, easier to define and has stronger value for business applications. The third distinction pertains to how competencies are derived. Competencies can be research or strategies based. The primary distinction is if competencies are derived from observing and surveying employees or from logical extensions of a company's strategy and values. Both approaches are valid and useful based on circumstances. For example, if the focus is on future as
opposed to current competencies; then a strategies-based approach is recommended, primarily because it is difficult to gather data on competencies that do yet exist. Even with a strategies based approach, however, it is important to validate the competency model once data are accessible and can be gathered The fourth distinction is simply to acknowledge that competency models vary in terms of precision, complexity, breath and stability. There must be a delicate balance between too much and not enough detail. A general listing of six to eight competencies is probably not discrete enough, but a competency dictionary of hundreds if not thousands of behaviors is too overpowering to implement. Stability is a key concern with rapid changes in jobs, responsibilities and even professions. Overly specific competencies can limit responsiveness, agility and the ability to quickly change based on new market conditions.
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Part II: Examples of Competency Models in Business
Competency models have been developed for many different types of jobs, roles and even professions. It is worthwhile to review several of these models to understand their structure, level of specificity and approach. The models that will be reviewed are: • Competency Model for the New HR. The Society for Human Resource Management (SHRM), the University of Michigan Business School and the Global Consulting Alliance developed this model based on recent changes in business and in the HR profession. • Global Leadership Skills. Gundling (2003) has identified 12 critical skills/competencies for doing business internationally in today's global economy. These skills are grouped into three main categories. • Sales Competencies for the 21st Century. MOHR is a training and consulting company that has worked with high-performance sales organizations for 20 years. Several years ago, MOHR observed that successful sales executives were using different skills and spending their time doing more than simply traditional sales skills.
• Executive Competencies. Development Dimensions International (DDI) has been developing competency-based HR systems for over three decades. Their methodologies and findings have been subject to extensive validity research. The executive competencies listed are part of an executive development program designed by DDI. The five categories of new HR competencies cover a wide range of activities. This study not only looked at individual competencies, but also at the difference between HR professionals in high and low performing organizations. High-performing companies, for example, have HR professionals involved in strategic business decisions. The five categories of competencies are not equal in importance. Strategic contribution accounts for twice as much HR impact as any other category. The single highest impact HR practice is culture management, and there is a growing value placed on HR professional's ability to strategically connect the firm with its external environment. In the past HR has been internally focused; this is no longer the case for high-performing organizations. The data from this study also indicate that the competencies in which HR professionals are strong do not serve to distinguish HR professionals in the high performing companies from those in low performing ones. The competencies that
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do differentiate organizations are the following: • Knowledge of the external environment • Staffing • Organizational design • Culture management • Setting the direction of change • Contributing to business decisions Staffing is a key value adding area that directly pertains to recruiting.
Great organizations focus on the consequential few, not the inconsequential many.
HR Competency Categories Strategic contribution
Description High performing companies have HR professionals involved in the business at a strategic level. These HR professionals manage culture, facilitate "fast change," are involved in strategic decision making and create "market-driven connectivity."
Personal credibility
HR professionals must be credible to both their HR colleagues and line mangers that they serve. They need to develop effective internal and external relationships, have a reliable track record and strong communication skills.
HR delivery
HR professionals must provide excellent results in four major operational areas: staffing, development, organizational structure and performance management.
Business knowledge
Superior performers understand the business of the company, its integrated value chain, and how the firm creates wealth.
HR technology
HR technology HR professionals need to be able to leverage technology for HR practices and use e-HR channels to deliver value to their customers.
Figure 1: 2002 Human Resource Competency Study University of Michigan, SHRM and Global Consulting Alliance
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Gundling (2003) identifies three groups of skills/competencies. He makes no distinction between the two terms because of his practical, "how to" approach. He acknowledges that there are core values that underlie the 12 people skills, but these values (e.g., empathy, trust, respect) are difficult to measure and implement. It is best to focus on more practical skills. He sees a loose hierarchical relationship among the skills: proficiency at the interpersonal level enables one to function better in groups, which in turn can lead to organizational success. Many empirical competency models are based on independent factors that are not related in an hierarchical or sequential relationship.
One great programmer is worth 1000 good ones. Bill Gates Microsoft
Global Leadership Categories Interpersonal
Global Leadership Skills Establishing credibility Giving and receiving feedback Obtaining information Evaluating people
Group
Building global teamwork Training and development Selling Negotiating
Organizational
Strategic planning Transferring knowledge Innovating Managing change
Figure 2: Global Leadership Skills Gundling, 2003
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The MOHR study of sales competencies (1997) is interesting because it includes both emerging and traditional sales competencies. Often, competency studies focus on one or the other orientations but not both. It also recognizes that while some accounts call for a more consultative and strategic approach, others can be serviced and closed with more conventional tactical skills. In rating these competencies with customers, MOHR found with one exception that emerging competencies were rated as more important but less frequently done than traditional competencies. A positive statistically significant relationship has also been demonstrated between top performers and their use of the emerging sales competencies.
Emerging Sales Competencies Aligning customer/supplier strategic objectives Listening beyond product needs Understanding the financial impact of decisions Orchestrating organizational resources Consultative problem solving Establishing a vision of a committed customer/supplier relationship Engaging in self appraisal and continuous learning
It is what you learn after you know it all that counts John Wooden UCLA Basketball
Description Building and executing strategic account penetration plans Cultivating basic selling skills
Figure 3: Sales Competencies for the 21st Century MOHR, 1997
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The DDI executive competency project not only lists the competency areas but also provides data on those competencies in need of greater development and training. As mentioned earlier, competency models can be used for many purposes including both selection and development. In this particular case,
development energies need to be devoted to visionary leadership, building business partnerships, coaching and delegation. The data that have been gathered are valuable in helping to prioritize the amount of time and resources needed to further develop key executive competencies.
Sample Executive Competencies Visionary leadership Building business partnerships Communication/presentation skills Coaching Delegation Establishing strategic direction Marketing and entrepreneurial insight Operational decision making Managing the job Valuing diversity
Developmental Need 59% 47% 0% 71% 47% 29% 18% 12% 12% 0%
Figure 4: Sample Executive Competencies Development Dimensions International (DDI) 1996
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Part III: Successful Recruiters-Views and Perspectives
The recruiting literature includes many discussions of what it takes to be a successful recruiter. Some of these discussions are empirically derived while others are based on expert opinion and experience. These perspectives are useful in providing more background and foundation for the AIRS Recruiting Competency Model. The three perspectives that will be presented are those of industry experts Wendell Williams, Lou Adler and Kevin Wheeler. Williams (2004) begins by identifying four general responsibilities of recruiters. There are: 1) identifying job requirements, 2) finding candidates, 3) assessing candidate skills and 4) "selling" the organization. He then makes the distinction between a reactive and a strategic recruiter across these four areas of responsibility. The competencies of a strategic recruiter are very different than those recruiters who wait for job requisitions and do not take responsibility for the quality of the hire. Management does not value reactive recruiters and consequently this role is a candidate for being outsourced. Among the primary competencies for reactive recruiters are oral communication, planning and organizing, extraversion and teamwork.
Strategic recruiters look at the bigger picture, are viewed as "people experts" because they are comfortable performing job analyses, developing competencies and not wasting the time of hiring managers. These recruiters are comfortable using different measures to determine if a candidate is qualified, and they make the right job match 90% of the time, as opposed to 50% for reactive recruiters. Among key additional competencies for the strategic recruiter are analysis, problem solving, technical knowledge, persuasion and ability to learn. Williams then develops a checklist to distinguish between a strategic and reactive recruiter. Excerpts from this checklist are included in the following table.
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Strategic Recruiter Organizes job titles into a workable number of job families Works from competency lists for each family May not be an expert but knows the Uniform Guidelines on Employee Selection and the Standards for Educational and Psychological Testing Converts changing business strategy into job competencies Knows what competencies can and cannot be measured Uses only situational or behavioral interview technology Takes full responsibility for sending hiring managers fully qualified candidates Never ceases recruiting even though there are no open positions Conducts formal studies to determine the predictive ability of each hiring Uses multiple hiring tools depending on the competency and required accuracy
Reactive Recruiter Looks primarily at job titles
Works from job descriptions and old job requirements Never heard of them
Waits for job requisitions
Makes up competencies that cannot be measured Uses a few favorite interview questions
Tries to get managers to do more in the hiring process Recruits only when there are job openings
Takes vendor claims at face value
Relies primarily on interviews
Figure 5: Strategic and Reactive Recruiters Williams 2004
Adler (2004) takes a somewhat different perspective by identifying what needs to occur to make recruiting a more systematic business process. He contends that too much time and opportunity are lost because recruiting activities are ill-defined and poorly controlled. He identifies five core processes that must be significantly enhanced. • A dramatic improvement in the types and methods used to source top talent
• A radical upgrade in the performance and efficiency of IT systems supporting the recruiting process • Significantly increase every recruiter's ability to work with, coach and influence hiring managers • Move from a reactive to a proactive mindset at every process step • Profoundly increase each recruiter's ability to recruit top talent
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He then proceeds to focus in on great one-on-one recruiting skills that will be needed to support these process changes. He refers to these as core competencies.
Core One-on-One Recruiting Competencies Listening skills Description Great recruiting is about engaging with top people, understanding what motivates them to excel, and then presenting the right opportunities. Persuasion Recruiters must be able to convince top people to consider their openings above all others. Counseling Persistence The best recruiters are career counselors Things always go wrong. The best recruiters must be able to forge ahead despite negativity and conflict. Risk-taking Getting names, pushing the envelope, and trying new things are part of the job. Savvy Be street smart, have lots of common sense, have a lot of ingenuity and be quick on your feet. Great phone skills Using verbal skills alone, recruiters must be able to present the most compelling case. Networking ability Recruiters must be able to generate a stream of great names from everyone they meet.
Figure 6: One-on-One Recruiting Competencies Adler 2004
Wheeler (2002) looks at the recruiting profession through an historical lens. He believes the skills that once defined a successful recruiter are now detrimental to success in this new era. He identifies five distinct areas that are now vital to success.
You can hear a lot by really listening. Yogi Berra
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• The ability to build relationships. The most important new skill is the ability to find great people and build relationships with them. This is what great executive search gurus do, it is now necessary for all recruiters to do. The relationships need to be both within and external to the organization so that the widest possible set of resources can be utilized. • Knowledge of the market. Recruiters must know the job market, supply of talent and competitive positioning for local, national and even global resources. They must be aware of new sources of talent that become available, and be able to forecast likely change in the future. This market knowledge not only is valuable to hiring managers but enables recruiters to concentrate time in highest value areas. • An understanding of technology. This is no longer an option; technology already dominates recruiting. If recruiters are not technically agile and informed, they cannot be successful. • The ability to demonstrate their own value. Recruiters need to become better business people. They need to put together business cases for solutions they suggest, programs they want to initiate or systems they want to buy. They need to define a core set of metrics that demonstrate how they have
added value, raised quality, improved profits or saved time. • The ability to sell. Recruiters need to be good at selling candidates and hiring managers. They need to offer solutions, work out compromises, negotiate and, in the end, make the hire happen. These three perspectives are all useful. There are similarities and differences among the three viewpoints. Moving away from reactive recruiting, using technology and focusing on top talent are common themes. Some of the differences reflect the backgrounds and expertise of the authors. Williams is a world-class expert in scientific selection systems so his guidance often relates to the more technical aspects of data gathering and testing while Adler's more detailed listing of competencies reflects a more tactical approach as exemplified in his book Hire with Your Head. Wheeler strikes an effective balance between both forward-thinking and practical advice to recruiters. In April 2004, Sullivan (2004) added to these perspectives by detailing a list of 31 different activities or things that successful recruiters do. This list is based on Sullivan's extensive career in research, writing and time as the Chief Talent Officer at Agilent Technologies. He categorizes his 31 observations into the following categories. 1. Great recruiters make data-driven decisions (four factors) 2. Great recruiters utilize market research (five factors)
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3. Great recruiters get managers more involved (three factors) 4. Great recruiters complete a competitive analysis (two factors) 5. Great recruiters use leading-edge sourcing tactics (eight factors) 6. Great recruiters learn quickly (two factors) 7. Great recruiters make use of technology (four factors) 8. Other practices (three factors) These valuable insights run the gamut from advocating customer satisfaction and rejection surveys to viewing retention as part of the recruiter's job. Sullivan comments that many people enter recruiting as a stepping stone to other HR or OD jobs and consequently they never strive to become experts at, what for them, is a transitory job. It is clear that as useful as all of these perspectives are, they do not form a comprehensive picture of the recruiting profession and they are not stated in the detail necessary for being able to hire excellent recruiters. They provide guidance and direction, but not the necessary focus and specificity. It is to these tasks that we now turn.
Part IV: The AIRS Recruiting Competency Model
During the Winter and Spring of 2004, a dozen in-depth interviews were conducted with industry-leading experts and practitioners in recruiting and hiring practices. These interviews focused on the substantive differences between excellent and mediocre recruiters, and on how the recruiting profession is changing. The results of these interviews were synthesized and then reviewed for logic, consistency, accuracy and realism. Once the high level competency groupings were identified, a series of performance indicators were developed. These indicators demonstrate how each competency is evidenced in the workplace. These indicators were reviewed for accuracy, realism and logical relationship to the competency. In addition, reviewers were asked to rank the top three indicators for each competency in terms of importance and proficiency. These data will be used not just to sharpen the competency model, but also to assist in the preparation of assessment items based on the competency model. The next step in the development and review of the AIRS Recruiting Competency Model is the nation-wide broadcast of the model to an audience of recruiters and HR professionals. Several
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hundred people will be participating and feedback will be solicited on the high level competencies and most significant indicators.
• Performance feedback - Common language between manager and employee on expected results. Consistent criteria across different performance appraisal periods. • Learning and development Clarity of desired behaviors. Consistent linkage between development and training programs and desired behaviors. Concrete descriptions of career development plans. • Staff planning - Consistent framework to describe future requirements. Common data and requirements can be gathered across business units. Standard language for staffing metrics. Common linkage between replacement and succession planning
Purpose and Uses
The AIRS Recruiting Competency Model provides a common language on recruiting and hiring practices within a consistent framework. This shared vocabulary is important because it helps to insure that everyone is working from the same foundations and understandings. This common viewpoint is particularly meaningful when discussing issues related to performance and success. The AIRS Recruiting Competency Model can be used for several different but complimentary purposes. These purposes are: • Job analysis - Consistent views and comparisons of one recruiting job to another. Clarity of desired behaviors. • Recruitment - Common language for describing open positions. Clarity of expectations for open positions. Vehicle for gaining consensus from hiring manager. • Selection - Consistent basis for evaluating candidates. Vehicle for discussing strengths and weaknesses of candidates. Common basis for interview protocols and other selection tool usage.
Recruiting Competencies
Three high-level groupings of competencies emerged from the interview data and review comments. These groupings, in turn, support 16 different competencies. Competencies, as discussed earlier, can include knowledge, skills, abilities, and other personal factors. The three high level recruiting competency groups are Core Recruiting Skills, Performance Traits and Executive Search and Partnership Competencies. Core Recruiting Skills have defined recruiting for many years. They commence when a job requisition lands
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on the recruiter’s desk and conclude when a candidate is hired. These skills pertain whether the recruiter resides within a corporation or an agency. They are heavily influenced by persuasion, communication, negotiation and sales skills. Technology is now central and essential for these skills. Core Recruiting Skills are described in the following figure.
Competency * Profile and Plan Description
The Next “Killer Application” in recruiting is the recruitter. Mike Foster HCI
Build successful candidate profiles, clarify required job skills and competencies and use the best sourcing strategies and techniques for each job category.
Source and Contact
Can attract and find the right candidates for each job, use each sourcing technique effectively and establish rapport with potential candidates.
Assess
Is able to use and interpret various assessment methods in order to make the most valid and reliable decisions about a candidate's fit to the company, team and job.
Present and Close
Presents strengths and weaknesses of leading candidates, overcomes objections in the hiring process, sells the opportunity and negotiates final agreement.
Figure 7: Core Recruiting Skills
* Specific indicators for Core Recruiting Skills as well as for the other recruiting competencies are included in the Appendix.
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The second high-level grouping of competencies is Performance Traits. These are personal qualities exhibited on the job that separate excellent from substandard recruiters. These types of traits exist in any profession and recruiting is no exception. Successful people not only have excellent skills but an attitude and approach that make them successful. These Performance Traits are:
Competency Drive for Results Description
Southwest Airlines hires for attitude and personal competencies and trains for knowledge and skills.
Is dedicated to achieving the best results, perseveres and uses metrics to analyze own performance.
Inquisitiveness
Wants to know more and understand the reasons for a problem or issue, asks intelligent questions and looks for better ways to accomplish tasks.
Sales and Service Orientation Relationship Builder
Commits to quality conversations, responds quickly to questions, goes the extra step to please clients and candidates. Takes a genuine interest in people, listens well, enjoys linking people up to opportunities.
Flexibility
Adjusts easily to change, learns quickly, and understands how internal and external factors impact decisions.
Passion
Ardently believes in the value great recruiting brings to the organization, enjoys helping people achieve their goals, is committed to integrity and the ethics of the profession.
Figure 8: Performance Traits
The combination of Core Recruiting Skills and Performance Traits characterize successful recruiters. But the key to ongoing, continuous success in an increasingly sophisticated and complex environment is the third highlevel grouping of competencies: Executive Search and Partnership Competencies. As the name implies, these capabilities were once only the
province of the most successful executive recruiters but now are more universally required. Standards have been raised; and traditional, tactical recruiting skills are no longer enough. Recruiters are now expected to have market, business, consulting and partnership abilities in addition to core recruiting skills. These new competencies are:
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Competency Market Intelligence
Description Knows the external factors that impact the supply of top talent, understands the competitive position of the company and has knowledge of salary levels, supply and candidate requirements for different job categories.
Business Savvy
Understands the company's value proposition and strategy, distinguishes among opinions, activity and results measures, and constructs solid business cases to support positions.
Organizational Management
Gains respect from the hiring manager, knows the formal and informal sources of company influence, sets expectations for the hiring process, and follows through on organizational commitments.
Candidate Management
Gains respect from candidates, understands the motivations and interests of candidates, responds quickly to questions and is able to work with many candidates at once.
Network Building
Views every meeting as a network opportunity, uses technology to systematize candidate information, and provides regular, highvalue communication to network members.
Figure 9: Executive Search and Partnership Competencies
The AIRS Recruiting Competency Model is depicted in the following visual. Each of the three high-level groupings is
shown, along with their specific individual competencies.
Assess Profile and Plan Source and Contact Present and Close
Core Recruiting Skills
Performance Traits
Drive for Results Inquisitiveness Sales and Service Orientation Relationship Builder Flexibility Passion
Executive Search and Partnership Competencies
Assess
Market Intelligence Business Savvy Organizational Management Candidate Management Network Building
Figure 10: The AIRS Recruiting Competency Model
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The various parts of the model work together to provide a view of trends in the field of recruiting. Reactive recruiters can still be effective if they excel in Core Recruiting Skills. But when the market demands a more proactive approach, the value of Performance Traits and the Executive Search and Partnership Competencies becomes more central. Similarly, as recruiters move along a continuum from supporting to participating to leading the acquisition of top talent new sets of skills are required.
The ability to make good decisions on people represents one of the last reliable sources of competitive advantage, since very few organizations are very good at it. Peter Drucker
Core Recruiting Skills
Performance Traits
Executive Search and Partnership Competencies
Reactive Requisition-Based Supporting Participating
Proactive Mindset Solution-Based Hiring Leading Roles
Figure 11: Role of AIRS Competency Groupings
Future Visions
Competency Models are anchored in time. Five years ago or five years from now the competencies for recruiters will look different. This is why it is important to continue to monitor labor, market, technology, economic and business practices. For example, the current emphasis on human capital and talent management is having a major impact on the present and future role of recruiters. Many recruiters are now concerned about subsequent candidate job performance and retention, and not just the initial hire. Their horizons now include the full talent management lifecycle. The emphasis on talent has also brought into clear focus the consequential role of game-changing talent within the enterprise. For years companies have talked about the value of their people, but all too often their actions still view
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The AIRS Recruiting Competency Model
people as labor, a cost and interchangeable resources. Foster (2004) has segmented the new human capital market as follows.
Executive and Senior Leaders Multi-Skilled and Hard to Find Professionals Single-Skilled Employees in Commodity Jobs
Game Changers
Critical Hires
Team Strength
Figure 12: Types of Talent and Their Role in the Organization
The game changers are not simply people with the highest title in the organization. They relate to the strategic job categories (Kaplan and Norton, 2004) and include: the CE0, top executives and their successors, sales leaders and product innovators. Critical hires are employees with excellent skills in building, selling and delivering products and services and who add value to their primary interactions with customers. Team organizational strength is comprised of back and front office employees who work hard and deliver as promised. It is then useful to array recruiting approaches-both past and future-to support this human capital model.
In the past, companies relied on executive search and contingent recruiters to acquire their best talent. Now, this ability needs to come inside the organization because it is so vital to a company’s ultimate success.
The most important thing that we have learned is that there is a tremendous need to grow talent and maintain a strong pipeline of talent. That's a real critical success factor for us. Michael Dell USA Today. April 5, 2004
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Executive Search
Game Changers
Insource and Specialized Consultants
Contingent Recruiters
Critical Hires
Insource
Ads and Job Boards
Team Strength
Contract or Outsource
Figure 13: Past and Future Recruiting Approaches for Human Capital
It is not easy for recruiters to make the shift from the bottom of the pyramid to the middle and then the top. But this is precisely where they can bring the greatest value to the organization. To do this, however, they must earn the right to be responsible for the critical assets of the company-its best people. The AIRS Executive Search and Partnership competencies define the way to gain the respect of both hiring managers and the best candidates.
capital and talent management. Recruiters are now seen as having an additive impact on the organization, advancing far beyond their own desktops. The AIRS Recruiting Competency Model is a further sign of the emergence of the recruiting profession. Now, there is a standard vocabulary and language that can be used in analyzing jobs, selecting candidates, developing recruiting talent and planning for succession. These competencies are not immutable and need to be reviewed and revisited as market conditions and technology change. There may also be other ways to present these competencies and skills as this model is used and applied in professional contexts. AIRS welcomes such adjustments and improvements.
Conclusion
Recruiting is moving from a practice to a profession. This transition is not complete but the signs are unmistakable. Other professions are more closely regulated, monitored and measured, but recruiting has its own technologies, methods, designations and now a set of competencies for excellence in recruiting. Recruiting is also finding a home within the themes of human
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References
Adler, L “Become famous! Make hiring top talent a systematic business process.” Electronic Recruiting Exchange. January 16th, 2004 Adler, L. “A look back at 2004 from a CEO perspective.” Electronic Recruiting Exchange. January, 9, 2004. Boyatzis, R. The Competent Manager: A Model of Effective Performance. New York, NY: John Wiley, 1982 Byham, W., and Moyer, P. “Using competencies to build a successful organization.” Development Dimensions International. Pittsburg, PA: 1996 Equal Opportunity Employment Commission. Uniform Guidelines on Employee Selection Procedures. 1978 Foster, M. “A Supply Chain of the Best and Brightest”. AIRS, 2004 Gundling, E. Working GlobeSmart. Palo Alto: CA: Davies-Black Publishing, 2003 Kaplan, R and Norton D. “Measuring the Strategic Readiness of Intangible Assets.” Harvard Business Review. February, 2004 MOHR. Sales Competencies for the 21st Century. Ridgefield, CT. 1997 SHRM. SHRM Global Learning System. Alexandria, VA: Society for Human Resource Management, 2003. Sullivan, J. “31 things that set great recruiters apart from the average.” Electronic Recruiting Exchange. April 5, 2004. University of Michigan. “The New HR Agenda: 2002 Human Resource Competency Study Executive Summary.” May 2003 Wheeler, K. “The year of great change is dawning: some end of year thoughts.” Electronic Recruiting Exchange. December 17, 2003.
Wheeler, K. “Too fast to fathom.” Electronic Recruiting Exchange. November 26, 2003. Wheeler, K. “What’s a recruiter anyway? five critical skills for success.” Electronic Recruiting Exchange. July 3, 2002. Williams, W. “Are you hiring a reactive or strategic recruiter?” Electronic Recruiting Exchange. March 7, 2002. Williams, W. “Test your recruiting knowledge.” Electronic Recruiting Exchange. September 30, 1999.
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Appendix
Core Recruiting Skills Indicators
Profile & Plan Understands how to build a candidate profile that can drive an efficient sourcing program Asks questions of hiring managers to clarify ambiguous job requisitions Asks questions of hiring managers to unearth hidden success factors and skills for each requisitions Is able to determine the best sourcing method for different candidates Can develop a diversity recruiting plan to meet corporate objectives Has ability to develop a sourcing plan that maximizes sourcing dollars and reduce time to hire Source and Contact Develops effective ads and job postings Recognizes the difference between excellent and poor job postings Knows how to research and find other productive sources for different job categories Finds active candidates Finds passive candidates Finds passive candidate resumes on the deep web Finds people linked to companies, colleges and organizations Uses employee referrals to find candidates Uses personal network to find candidates Knows the best sources for diversity candidates Evaluates the effectiveness of different sources of candidates for completed searches Understands how to use email and the phone for candidate contact Knows how to quickly build rapport on the phone Lacks fear of cold calling Clear written and verbal communication skills Assess Recognizes the profile of candidates who are most likely to be successful for specific job categories Identifies quickly candidates that are under qualified from reviewing resumes Gathers relevant information from a resume for specific job categories Assesses candidates true goals and motivations Uses technology to assist in the screening process Is able to screen multiple candidates for many different jobs
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Assess (cont’d) Understands the different purposes and value of different assessment methods Understands the concepts of reliability and validity in measurement Prepares structured interview protocols Conducts behavioral interviews Listens attentively to candidate responses and accurately records results Assists others in the hiring process on conducting effective interviews Knows when to use standardized tests for selection Checks references effectively Does not make snap judgments Knows how to balance all the feedback about candidates Makes the best recommendations based on the match between company and candidate Finds passive candidate resumes on the deep web Present and Close Presents advantages of the candidate to the hiring manager Asks questions to anticipate potential objections or problems in closing Presents advantages of the company and the job to the candidate Is persuasive in communicating benefits Answers questions quickly and responsively Explains clearly the features and ramifications of the offer Explains clearly the features and ramifications of the offer Overcomes typical objections, including salary level, career growth, counter offers and hesitation Negotiates effectively to achieve results Gains commitment Follows up after hiring to ensure satisfaction Summarizes key activities and tracking information for hiring manager, including EEO requirements
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Performance Traits Indicators
Drive for Results Is motivated to win Is dedicated to results, not activity Has tenacity and perseverance Does not quit if discouraged Finds better, faster ways to achieve results Uses metrics to judge performance Does things before being asked Inquisitiveness Ask questions Does not settle for obvious and simple answers Wants to know more Wants to understand "why" Looks for different and better ways to accomplish tasks Looks for reasons and not just symptoms for problems Sales and Service Orientation Puts internal clients and candidates first Treats people with respect and interest Responds quickly to questions Does not let internal bureaucratic processes interfere with customer activities Commits to quality conversations and the time to grow the relationship Goes the extra step to please clients and candidates Relationship Builder Establishes rapport quickly Takes a genuine interest in people Listens well Has a positive outlook and sense of humor Enjoys linking people up and making connections Likes to share and make opportunities available to others
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The AIRS Recruiting Competency Model
Flexibility Adjusts easily to change Tolerates ambiguity Is not rigid in approach Does not strictly adhere to a job description Can modify a position if evidence is presented to the contrary Understands how internal and external factors can affect decisions Can assimilate and synthesize a great deal of information quickly Learns fast Passion Is enthusiastic about recruiting Advocates the valuable role that recruiting plays in strengthening human capital and the competitive position of the company Enjoys helping people achieve their goals Articulates value propositions and strong feelings well Wants to be the best Gets satisfaction from great matches between companies and candidates Is committed to integrity and the ethics of the profession
Executive Search and Partnership Indicators
Market Intelligence Understands demographics, labor supply and skill gaps Aware of new and alternative sources of talent Knows competitive positioning of the company Knows supply, demand, salary levels, and candidate needs and requirements for specific job categories Knows the supply and demand for diversity candidates for different job categories Can find answers to market, labor and competitive positioning questions on the web Anticipates future trends and workforce characteristics
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Business Savvy Understands the strategy, business and competitive positioning of the company Recognizes the different perspectives and priorities of executives and functional groups within the company Looks at multiple sides of issues Anticipates the consequences of actions or situations Can describe the company's value chain Knows how to construct a business case Understands the difference between activity and results measures and the key concepts of the Balanced Scorecard Conducts surveys to pinpoint issues and problems proactively Uses data and results to make decisions Recognizes the value and best use of different types of data Can use the web to find out information about businesses and metrics Organizational Management Gains respect of the hiring manger Understands the organizational culture and "how to get things done." Knows departmental objectives and priorities Can operate within the formal and informal structure of the company Listens to the needs of hiring managers Sets expectations for all involved in the hiring process Gains agreement on schedules and responsibilities Follows through on commitments and activities Manages activities for all involved in hiring process Thinks beyond the words on a job requisition to understand what is needed Has a strong commitment to all internal clients Projects future needs and hiring levels Provides value-added information and advice to hiring managers Services multiple searches and hiring managers effectively Makes the best match between organizational and candidate needs and requirements Keeps in contact after the hire has been made
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Candidate Management Gains respect of candidates Understand motivations, needs and interests of candidates Listens to each candidate Presents properly the company and job opportunity Sets expectations clearly Provides feedback and status at each stage of the process Communicates frequently and meaningfully with candidates Answers questions quickly and clearly Follows through on commitments and activities Treats every candidate with respect Adds every candidate to the network Uses technology to streamline applicant tracking/management Services effectively many candidates simultaneously Keeps in touch after the hiring period Network Building Views every meeting as a network opportunity Uses technology to systematize candidate information Includes past, present and not yet successful candidates in the network Includes internal and external contacts in the network Maintains the network by deleting inactive members Provides regular communication and value-added messaging Targets specific messaging to specific groups/individuals in the network Treats every member of the network with respect Uses technology to build the network and find new members Quickly matches network members to new jobs
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