siliconindia | | November 20189or social networking. Building a strong performance culture would also encourage the existing employees to refer quality candidates ­ and this is not just for a referral bonus but for their strong desire to work with highly competent and moti-vated peers. In my multiple conversations with head-hunters as well as CXOs, a common theme that has been that quite often the best-fit candidates already know either the hiring manager or his close-knit network.Hence, my key recommendation to any recruiter in my network is to wholeheartedly embrace professional network-ing relationships ­ not just for the current open positions but for future. This one skill enables them to continually build and maintain a strong pool of qualified and warm candidates for future opportunities. It's a small professional world after all!The other interesting key to quick and best fit closures is to engage the hiring managers in the overall recruiting pro-cess as a sport. Ownership building is also subtly brought in by involving key stakeholders as part of the interview pro-cess to efficiently evaluate the candidate. A lot of my col-leagues from the fraternity talk about how their hiring man-agers distance themselves from the actual hiring process. Focused Recruiters collaborate with their hiring managers at not just following up on interview status but also use tools to compare top 5 candidates on core criteria. This enables them to get a better pulse of the role as well as the quality of candidates in the existing pool. There have been few times when the whole criteria were scrapped and redefined to get the right job scope for the role in the subject or a decision was made to fill the position internally and hire for a new role in a different segment altogether. This way the recruiting organization can leverage succession planning to get the best fit for the role, reflect growth potential for existing employ-ees while building a stronger organization forward.It's time that Talent Acquisition teams engage actively with the business leaders on how the business goals will af-fect manpower mandates if existing roles will cease to exist due to automation or org-restructuring and forecast new roles that will come up to sustain business growth and operations.Talent Acquisition has already proven itself to be a key partner for the business and with a little more focus on ac-countability towards delivering stretch business goals will enable TA Leader work much more closely with the CEO as well as the CHRO. It's a certain seat at the table ­ but one has got to earn it! With Machine Learning (ML) on the rise, Talent Acquisition is on its way to collaborate with the business in the most efficient ways through capacity as well as capability building
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