HR professionals and those in talent acquisition are under enormous pressure to bring talent into the business quickly, but this is not always done in a manner that elevates their position internally.
They’re stuck in a tough spot. Over-delivering does not help them be valued properly, and under-delivering is also not helpful. Why?
People in HR and talent acquisition often get a bad rap when it comes time to hire. It is the same with L&D . Departments and hiring managers give them job descriptions that must be filled, and expect talent acquisition teams fill these roles quickly and efficiently. The HR department as a whole has adopted an order-taking mindset, where certain tasks or challenges are handed to HR to complete without expecting them to provide any appropriate guidance.
HR is at risk of becoming too mechanical. The mechanical roles, with input and output simple tasks, are the most vulnerable to being replaced by technology.
HR must undergo a major shift if they are to add real value to an organization and not just defend their role but also excel in it.
Talent acquisition professionals must change the way they are perceived within an organisation. They need to become true partners and consultants, providing guidance and insight. It is through this approach that they can have the greatest impact on the business and gain the recognition of the board.
Three steps to transform
Credibility is the most important factor. HR and talent acquisition leaders must follow three principles to move from order-taking to consulting.
Principle 1: Understanding the organization
The HR engagement must be a cross-organisational effort to gain a thorough understanding of needs and goals, and to consult properly on the required actions.
It is important to understand the granular details, such as which departments are best suited for a hybrid, fully remote or office environment. Which departments require restructuring and which areas need new hires or upskilling?
HR and talent acquisition need to be integrated.
Consult with the company to help make key decisions and support changes.
Principle 2: Improved communication and relationships
By identifying the right people and engaging in conversations about their needs, it is easier to build stronger relationships.
This makes it easier to identify talent gaps and determine who is the most important to the success of a business. This also elevates the HR profile internally by allowing better consultation with key stakeholders and decision-makers.
Principle 3: Gathering talent intelligence
In addition, the HR and talent teams are able to increase their influence by providing data-driven recommendations and improving business decisions. Data allows talent acquisition to move beyond simply taking orders and can provide guidance and influence on hiring decisions.
Data is an essential tool for connecting C-Suites, HR teams and talent management teams in order to meet business needs and align hiring strategies.
A transition from transactional to consultative
HR can shift from a transactional to a consultative approach by combining people, processes and data. The department will be more resilient to job cuts, technology takeovers and other challenges.
