If Your Recruiting Process is Broken, HR Can Fix it

December 26, 2017


If your recruiting process is broken hr can fix it

45% of HR leaders say recruiting is one of their two toughest challenges

(The other top challenge is retention, in case you’re wondering.) CEB finds that the average time to fill a job—from the initial posting to an accepted offer—increased by 62% between 2010 and 2015. The average time-to-hire is 68 business days—26 days longer than in 2010.

Why is recruiting getting harder? There are plenty of external factors—it’s a tight labor market at the moment—but based on what we’ve heard from human resources teams across the country, one common problem is that, as recruiting has become both more complex and fast-paced, HR’s approach to recruiting is often stuck in legacy systems, paper-based workflows, and an overall “analog” approach to problem-solving.

Here are some telltale signs that your internal recruiting process is broken:

  • It takes too long to fill open positions.
  • You don’t have much of a candidate pipeline.
  • You have no idea how much it costs to fill a vacant position. (Our surveys indicate that nearly half of HR teams don’t know, so you’re not alone.)

Who owns recruiting at your company?

If the answer is “no one” or “we all do,” that’s going to be a problem.

In our surveys and conversations with HR leaders in SMB organizations, we’ve heard time and again the same complaint: everything comes to a screeching halt when one hiring manager neglects to review a resume. Despite feeling the pain of an unfilled position, the hiring manager just doesn’t understand everything that goes into the hiring process, so they don’t realize that not taking that next action—even something as simple as acknowledging receipt of the resume—can gum up the works.

When no one owns recruiting, the buck just gets keep getting passed round and round and the result is a lack of urgency and clarity that can easily extend beyond hiring managers to the entire organization.

When HR doesn’t lead recruiting, the process is chaotic, you lose out on candidates, and success is a fluke, not a repeatable process. Eventually, your competition will outpace you—they’ll have the best talent and you’ll be stuck with vacancies or, even worse, the wrong people in the roles.

Recruiting needs HR leadership

When HR leads, you start seeing the benefits of a “buck stops here” mentality. There’s an immediate process improvement as internal teams become more aware of what works, what doesn’t, and how to improve.

Then things get exciting. After your team gets a better handle on managing the (let’s face it) more boring tasks of recruiting, you get some time back, which gives you a moment to ask the bigger questions, like who you are as a company, how you want to grow, and what kinds of people best embody your company’s mission, values, and beliefs.

“That all sounds great, but I don’t have time to ‘own’ anything else”

We get it. Many HR teams are small—brave teams of one aren’t that uncommon, even in companies with hundreds of employees.

That’s why we created the HR Center of Excellence. The HR COE is an action plan, designed to meet you where you are, and to help you optimize and measure every aspect of people management.

But the journey to excellence begins with a first step that is both crucial and universal: HR teams must fully automate and streamline time-consuming tasks that, left to chance, can and will overwhelm even a well-staffed team (much less that brave team of one). A key theme of HR COE is that HR leaders need to “find time to lead,” and this is especially true for recruiting.

If you feel like you just don’t have time to own recruiting in your organization, check out our action plan, “Find Time to Lead: HR & Recruiting” to get practical advice on how to automate and streamline the way your company recruits.


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