In many strategic business plans, organizations often ask themselves, “where are we now?,” “where are we going?,” and “how are we going to get there?” Yet, the most important question any organization can ask is “who is going to get us there?” Just as football fans are wondering which teams have the goods to make it to the Super Bowl, organizations are clamoring for talent that will set them apart from competitors. This element of a strategic plan is crucial to organizations like ACA Talent and their clients because it encompasses the company’s overall goals, while propelling the organization forward.
To help companies find those star players, recruiting teams must be accurate, efficient, versatile, adaptable, and most importantly, progressive. Just as coaches and quarterbacks are cornerstones to a football team’s success, so are recruiting directors and managers to achieve talent acquisition goals. A strong recruitment leadership team will identify benchmarks, train and develop the team, and motivate them to surpass these benchmarks, while catering to the hiring manager’s needs and expectations.
Recruitment leaders need to identify recruiters or employees whose values and skillsets are in line with that of their organization, as well as those of their clients, and develop those recruiters to provide the highest standards of service to both clients and candidates. Not only must recruiters have the intuition to identify key candidate matches, while determining “red flags,” they must also be organized and well-versed in client policies, procedures, and hiring manager preferences. Without solid leadership at the helm, it’s easy for this process to go off the rails. To align recruiting teams with talent acquisition objectives, continuous training is critical. The success of the organization and its clients relies on the strength and development of these abilities.
Identifying top-talent and building on the skillsets of the members of your workforce should be a well-defined element of any strategic business plan. Organizations need to have a grasp of the strengths and weaknesses of their workforce so they can encase them in the strategy for success or goal achievement. Recognizing the “who” element of the strategic plans for RPO organizations could make the difference between a Super Bowl Ring and season best left forgotten.