The New Recruiting State of Mind – From Striving to Thriving!

July 2, 2022

Contributed by Magi Graziano, CEO, KeenAlignment

Recruiting State of Mind - From Striving to ThrivingRecruiting, in today’s business environment, is not as easy as most employers or hiring managers would like to think!

The reality is that today’s worker is more disengaged than any other time in history. It could be because of the generational shift, or it could be because overall people are disenchanted with society, whether it be politics, religion, healthcare, the environment, people just don’t trust their leaders to be honest or to take care of them anymore. And I don’t blame them!

Finding the “Right People” Can Be a Lofty Task.

Recruiters can either play victim to disenchanted workers or be out in front of it, acknowledge that people need and want more, and do a better job at consciously attracting and bringing the right people in the door. Working hard to make sure that they are cared for and set up to win.

This involves shifting why a recruiter thinks about his or her role as either a recruiter and how he or she contributes to the organization. There is a whole new paradigm and program for unleashing human potential at work.

This includes transforming an organization’s mindset about hiring, from headcount to contribution margin. From simply filling job openings to achieving business results to accessing the overall talent within the organization.

Recruiters may often feel frustrated because they want to make a bigger impact with the company, but they feel trapped by the day-to-day wheel spinning and clean-up patrol that is expected from HR. Or, the recruiter may be tired of having overwhelming hiring guidance and recommendations by those hiring managers who don’t really know how to evaluate people or talent.

The Typical Recruiting Process Can Fail

With the typical recruiting process, a recruiter will begin their hunt by sifting through hundreds of LinkedIn profiles or resumes and come up with a few people who they think will match the hiring manager’s request. They contact these possibilities, spend time phone screening them and understanding what they have done and why they might be a good match.

Recruiters usually think they are doing a good job assessing and evaluating and when they have their top candidates who they then present to the hiring manager.

But then they are told (by the hiring manager) that they have changed their mind and want something different! Or, the hiring manager rejects certain candidates because the people, who have been shortlisted by the recruiter, “aren’t quite right.”

The recruiter then asks for specifics but gets cryptic feedback at best.  So, the recruiter goes back to his/her workspace exasperated and frustrated and begins the process again.

In other instances, the recruiter receives a mediocre job description from the hiring manager. They go through the whole hiring process and finally, the hiring manager wants to make an offer, but when the candidate hears the offer, they decline.

The recruiter asks why, and it turns out that the hiring manager shared information (with the candidate) that was unbeknownst to the recruiter and that information turned out to be a deal-breaker for the candidate!

In another scenario, a recruiter may go through the entire hiring process, get a candidate who accepts an offer, and 4 months later resigns because the job was not what they thought it was.

Whether it is one of these circumstances or something equally as unproductive, the recruiter will find him or herself spinning his or her wheels, aggravated and disenchanted with the hiring manager, or worse, the company.

Recruiters go into this field because they want to empower people at work. They want to help the company grow, and help its people grow. Unfortunately, these days, it seems like recruiters are spending more time fixing problems than making a difference and enabling growth.

This is all very typical, but not profitable.

The Solution to the Recruiting Problem

Part of the problem is that most recruiters are operating from the premise that they are there to serve, blend in and go along with the way things are done there; no matter how crazy and unproductive it may seem.

While recruiters are there to serve, they also tend to blend in and go with the flow of unproductive and inefficient people and hiring processes. This is a false and painful premise to work from.

The solution begins with looking at personal barriers and then it moves to professional and role barriers.

I have found is that most of the barriers recruiters experience begin with themselves.  It’s interesting, many of the people I work with, including VPs of HR, have never been invited to strategic business meetings and conversations about strategy.

Many of these people didn’t originally feel comfortable enough to request a meeting with an executive to discuss what is not working with regards to how people were hired and onboarded into the organization!

Recruiters, therefore, must shift their mindset regarding their role, think about their purpose and how they are being perceived within the organization. It’s about redefining the role of a corporate recruiter, redefining the role value and how to measure personal contribution margin with the leaders of the organization.

Growing from an order taker to a difference-maker.

It’s about growing and owning one’s power in a recruiting role. Once recruiters are able to make these adjustments, they will start to see differences in turnover, employee engagement, and workforce productivity once and for all.


About the Author

Magi Graziano, CEO, KeenAlignment - Recruiting State of Mind - From Striving to ThrivingMagi Graziano, as seen on NBC, is the CEO of KeenAlignment, an award-winning keynote speaker, and author of The Wealth of Talent. Pioneering the leading edge of conscious leadership, organizational development, and corporate cultural alignment, Magi has been recognized as one of Silicon Valley’s Top 100 Influential Women in Business. Known for her courageous authenticity and massively impactful coaching style, Magi brings 20 years of experience to empowerment, collaboration, and alignment, with an unwavering focus on helping companies raise both their employee morale and their bottom line. Margi is also a past speaker at Next Concept HR Association’s annual HR West.

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