4 Insights From Talent Operations Leaders

meetup-750x450 Last week, Greenhouse hosted the first TalentOps Meetup. After some networking during happy hour, we sat down for a panel to hear insights from the the following talent leaders:

Erin Wilson, Head of Talent Engineering at BrightRoll
Maeve Blessing, Recruiting Programs Manager at Airbnb
Dean Talanehzar, Talent Acquisition at Layer
Daniel Chait, CEO of Greenhouse

Here are a few takeaways from the panel.

 #1 There’s a recent shift towards the value of recruiting

Before, recruiting was perceived as a service to the organization – providing resumes and candidates to the different departments as needed. Now, entire companies have become recruiting engines. This is the case for BrightRoll, Layer and Airbnb.

Executive-level buy-in is important to spearhead this change in thinking. At Airbnb, the CEO sits in the recruiting section. Maeve says that this makes it clear that the C-suite is invested in the process and they have caught onto the importance of recruiting.

Erin from BrightRoll noted that technology has created a more user-centric world. He says that the paradigm shift we’ve seen is that talent operations is becoming proactive rather than reactionary. It’s Talent’s job to run the alignment exercise. Externally, recruiters are productizing hiring, but internally they are operationalizing recruiting.

#2 Companies must make this shift to WIN

Dean at Layer is motivated to implement an effective recruitment process in order to win. He says, “If you are going to win, you need to have talent, and to get them at the right time.” Having the process in place helps you do this.

Maeve made the great point that, particularly for Airbnb, your candidates are your customers. Therefore, providing a good candidate experience is important to your business model. Collectively, the company must host candidates, as they would Airbnb customers, to avoid jeopardizing new business or retaining happy customers.

Erin knows that if BrightRoll executes their talent operation really well, everybody wins. Talent acquisition succeeds, the candidate succeeds in getting the right job, and the company succeeds.

#3 Metrics must be agile

Metrics used to be around efficiency, Erin says, now they are around efficacy.

“[It used to be that] our reporting was as simple as, if we were scheduling 2,300 interviews, how many of them happened?” Now, the Talent Engineering team at BrightRoll asks itself how it can leverage big data to support talent acquisition. “I want to use quantitative data to drive a qualitative story.” Talent Operations measures and reports on the recruiting funnel and metrics like Time to Hire on a per manager/ per job basis so that he can correct the process.

Dean uses reports to manage management – “I keep it highly contextual. If seats are being filled with good people, you don’t need to drill into the details.”

Maeve’s reporting also reflects the type of department she is focused on, and doing so is impactful. By building out the reports, the teams can visualize the outcomes. Although the Airbnb recruiting team has tried to standardize metrics, they have found that they have to customize it by department.

#4 Build a talent community

Dean stresses the importance of building a community around your company. The sales cycle of recruiting has gotten longer, and it’s important to build valuable relationships with prospects.

Airbnb executes top-of-the-funnel recruiting events; “We might not get a hire at the event,” Maeve says, “but someone was well-hosted and we talked about interesting problems that they want to solve.”

Erin notes that while Talent is very distinct operation from Marketing, they are leaning on marketing’s best practices. For example, “Demand gen: let’s talk about our funnel and where candidates are, and content marketing: let’s talk about how we can break up a white paper into digestible pieces.” But, he emphasizes, “We want talent to stay forefront.”

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Talent Operations