Yes, a much discussed question in our field today. How will Talent Management as its own discipline impact traditional HR structures? Does it make sense for HR and Recruiting to stay married or should Recruiting report elsewhere?
Thank you for posting this. Joined HR arena 3 years ago as a second career, and am the first full time HR Recruiter my company ever had. The boss made underlying commenty about how different I am from other two members of HR, who are both very quiet "type As". This was during my evaluation, which by the way, was exemplary, received mostly 4s and 5s, and have filled over 120 positions, with the admiration and appreciation of the managers and my boss, who is also a great mentor. But unfortunately, it is perceived that I don't fit in, when I thought it was obvious that being outgoing was a basic component of being a recruiter.
With that said and for that reason, I would feel much more akin to the marketing people, however, because I am also boundd by and need to be educated in the same rules and regulations than those that deal with wages, medical benefits, discrimination, FMLA, etc., it is more functionally logical to be part of HR.
This has turned out to be a great discussion. It reminds me that we have many types of recruiters within our profession with many different frames of reference. All viewpoints our valid because of the experience each has had. My frame of reference comes from leading recruiting efforts for multiple multi-billion dollar companies, owning a search firm, running a jobsite and sitting in nearly all the individual contributor roles within a corporate recruiting structure.
Keep in mind as you read the rest of this that my opinion is based off a frame of reference of interaction with HR for many years in a multitude of ways. I have not seen the HR function add significant and consistent value to the recruiting process or profession. This does not mean there are not high quality people in HR. (I married one!) My viewpoint is the relationship between HR and Recruiting does not work in assisting recruiting, the overall business client or our profession as a whole. If my opinion creates innovative agitation within HR ranks I would be pleased as I have consistently heard from business leaders over the years they are not sure what value HR brings to the table. My stance will be an unpopular voice to some but rest assured it is because of my love of the recruiting craft and not to disparage another’s profession.
Often times HR involvement is akin to an "anchor around the neck" of recruiting related vendors, corporate recruiters and search professionals. HR needs to become active and value added participants in the recruiting process or admit we need to be attached elsewhere. Owning a process you don’t even like doing is a "head scratcher" to me. Recruiting does not need an “overseer” which is offensive and limiting to many of us.
What we need to ask is what is best for the business we serve and our profession. Aligning to a different area doesn’t mean we can’t collaborate with HR on talent management strategies if they so chose. Separating may enhance the relationship as it creates more of need to work together on equal terms.
I am not sure how this dialog weaved its way into Culture or Maslow, that could be a whole dialog in its self, but here is an observation.
I speak to over 3,000 HR, this includes, recruiting professionals a year around the US, and I would say there needs to be a separation. Recruiters have outgrown the typical HR function (and leaders) in the social media and social networking skills. They have been forced to: find ways to do more with less, get creative, get connected and get er done.
small example: I spoke to over 100 professionals at the SHRM Strategy conference in Phoenix, AZ this month. The program was on creating a sustainable (green) HR function. you can not have the green dialog with out talking about the new technology, applications and yes, social networking. Asked how many people were on twitter or using twitter in their recruiting efforts............. one, just one out of 100 Sr. level HR people.
Time to distance recruiting from HR to allow for continued growth,if nothing else.