Getting Leadership to See You as a Trusted Advisor

Getting Leadership to See You as a Trusted Advisor

by Melissa Bissing on March 15, 2019

3 min read

You don’t need a phone booth (or the supplies closet) to evolve from TA leader to trusted advisor – just these strategies and a plan to see it through.

Trusted Advisor

TA leaders, it’s the opening you’ve been waiting for: 93% of CEOS say they need to change their talent acquisition strategy, but 61% don’t know where to start.1 Here’s a tailor-made opportunity for you to transform the way your executive team sees you. You don’t need a phone booth (or the supplies closet) to evolve from TA leader to trusted advisor – just these strategies and a plan to see it through.

6 Strategies That Will Redefine You as a Trusted Advisor

It’s a great time to be a TA leader and redefine yourself as a trusted advisor. It’s true that the talent and skills shortages are more dire than ever. However, HR’s digital revolution opens doors to new ways of getting TA done and opportunities to redefine your role and your reputation along the way. TA leaders are emerging as innovators. They’re turning TA into a high-value, high-level business function. To start this transformation in your organization, you can:

Lead the change: As a TA professional and trusted advisor, you’re in the best position within your organization to understand the barriers to performance in your current hiring cycle, and to evaluate which technologies will be most effective in transitioning to a modern, candidate-centric digital process. With all of the innovative functionality out there, it’s going to take some research on your part, and some thinking about what you will recommend. Need support in making that evaluation? Look for a technology partner that can help you assess your current state and figure out where you’ll get the greatest ROI from a new platform. Be sure to include a change management strategy and plan as part of your recommendations to your executive team. Getting your team and your hiring managers to embrace a new tech-enabled process is an essential step in executing your plan.

Take on the tough issues: In addition to the transition to digital-age hiring, what else is on the minds of your executive team? Greater diversity in hiring, and your company’s position on use of AI in hiring are two likely candidates. Prepare to make well-researched, strategic recommendations in these areas as part of your technology leadership.

Shift your recruiters’ role: Hiring technologies like automated scheduling enable your recruiting team to spend more time being strategic, which elevates the value of your department to the organization. Reduce some of their administrative work so they can do more relationship-building with candidates. Empower them to control costs and accelerate the speed of your process. Keep in mind this shift isn’t likely to happen overnight or even at the same speed across your team. Meet with recruiters individually to talk about skill-building with training in areas like social recruiting. Find ways to offer mentoring or coaching.

Shift to more proactive TA strategies: With the intense talent market, new tech-enabled hiring capabilities, and the accelerated speed of business there’s never been a better time to be more forward-thinking in TA. Talk with your executive team and hiring managers about the coming quarters, and what they project in terms of workforce needs. Develop a plan to proactively source and cultivate a talent pipeline so your team will be steps ahead when it’s time to hire. And, ask your team to develop a plan for staying in closer touch with runner-up candidates. Proactive recruiting can significantly decrease time to fill and improve your team’s efficiency.

Clarify the link between your goals and the bottom line: Let your executive team see you’re thinking like a business specialist by making the connection clear between department-specific goals and the larger business goals. For example, show how you’re supporting your company’s growth goals with your work to accelerate your hiring process and to improve recruiter efficiency. Outline your strategy for reducing unconscious bias and elevating diversity in hiring. After you present, make a point to update them regularly on your progress.

Finally, measure. Implement tracking and metrics so you can identify specifics you’d like to improve. This data will also be useful in presenting your team as an effective and predictable resource for your organization. In future talks and recommendations for your executive team, you’ll want to be able to quantify your team’s recruiting capacity, speed and efficiency. Modern technologies like AI-enabled video interviewing platforms give you the capability to better control, manage and measure your hiring performance.

As you work on evolving your role, always keep in mind that you’d like your executive team to look to you for solutions as a trusted advisor. In your discussions with them, be prepared to talk about the changing TA landscape, and how your recommendations will help your organization stay ahead of the competition for the better candidates in the market.

Want to build your knowledge of AI trends in TA? Download our latest report, State Of Artificial Intelligence In Talent Acquisition.

State of AI in TA

  1. PricewaterhouseCoopers, 21st Century CEO Survey, 2018.