about employment opportunities? Do you enjoy using a variety of specialized sourcing techniques to identify said talent? Does the opportunity to prevent and counter terrorism and proliferation of weapons of mass destruction sound like something you can't pass up? Are you passionate about building a great career in recruiting? Do you look forward to contacting passive candidates and selling them on change? Then this may be the job for you...
Pacific Northwest National Laboratory's mission in National Security supports the U.S. Government's efforts to protect our homeland, ensure a strong and fast military, and fight proliferation of weapons of mass destruction. Our broad range of scientific and engineering expertise enables us to deliver high-impact, science-based, practical solutions to our clients. Nearly one-half of PNNL's $834-million annual business volume reflects work in National Security programs for the Departments of Energy, Homeland Security, Defense and other federal agencies -- and we're growing fast. Due to our rate of growth we need an additional recruiter to meet our demand requirements. This National Security Recruiter will work with the existing dedicated recruiting support to fulfill that demand.
The National Security Recruiter will collaborate with the existing Senior Recruiter and hiring managers to identify and match candidates to specific needs; perform all aspects of recruiting activities for both internal and external positions (sourcing, screening, interviewing, selection, and closing); utilizes a variety of effective sourcing techniques; performs compensation analysis; make salary recommendations; work to achieve metrics and goals including quality of applicant pools, diversity, number of hires, and time-to-fill; represents the Laboratory at recruiting and diversity events; ensures compliance with all applicable employment laws and policies; develops and manages effective working relationships with Managers, HR staff, and staff throughout the Laboratory; provides direction/guidance to a Recruiter Assistant in the course of performing various recruiting services, and travels as required.
- Bachelor's degree required plus a minimum of five years direct recruiting experience, preferably at a recruiting agency vs. a corporate recruiting environment or an advanced degree plus a minimum of two years of experience is required.
- Five years experiencing soliciting professionals who are happy where they're at and selling them on change. We're not interested in someone who has only escorted candidates who apply through a hiring process, rather, PNNL wants someone who targets people who have not applied to engage their interest.
- Direct sourcing skills. Someone who has the ability to conduct detailed internet research to identify prospective talent for openings.
- Sales ability. Someone who has the ability to sell Pacific Northwest National Laboratory and what we have to offer, and talk openly about making a move.
- MS Office/Computer skills a must.
This position requires a DOE L security clearance. Applicants selected will be subject to a Federal background investigation and must meet eligibility requirements for access to classified matter in accordance 10 CFR 710, Appendix B. All Security Clearance (L or Q) positions will be considered by the Department of Energy to be Testing Designated Positions which means that they are subject to applicant, random, and for cause drug testing. In addition, applicants must be able to demonstrate non-use of illegal drugs for the 12 consecutive months preceding completion of the requisite Questionnaire for National Security Positions (QNSP).
Note: Applicants will be considered ineligible for security clearance processing by the U.S. Department of Energy until non-use of illegal drugs for 12 consecutive months can be demonstrated.
Other traits we prefer:
- Someone who is not afraid to pick up the phone and make cold calls on a daily basis. In fact, they enjoy doing it.
- Someone who lives, eats, breathes and gets fired up about recruiting. They must think recruiting is fun.
- Someone who understands that recruiting is a sales and consultative position.
In order to reduce cycle time, internal and external solicitations of interest will run concurrently; however, qualified PNNL staff will be given first consideration.…
wth or reduced staff, I think a good approach is to reach deeper into your own organization to cover the work.
That is, if there are new processes in department A, first look for current employees who have untapped skills which could contribute to those new processes as a limited portion of their work schedule, rather than seeking outside help (whether that's contractors or new hires).
If there are reductions in the staff in Department A, don't simply burden the surviving employees with picking up the slack, which will assuredly create stress and resentment. Likely, the reduced staffing comes with a reduction in workloads for the department as a whole, but there will almost always still be additional work that needs to be picked up. Again, my position is that employers should look for people across the company who can contribute to any portion of that work.
Just this week, I was approached by a senior account rep in our company who was feeling bored and frustrated (which can happen when you're selling recruitment advertising in a recession), and wanted to join some of the projects that I've been developing. Those projects are primarily operational and marketing in nature, and are linked with social media. I had no idea that this person had a degree in new media, and had worked in web development prior to coming to work for us. Additionally, this person is willing to put in an extra 4 to 8 hours a week to work on these new programs because he's so engaged with them. By bringing him into the fold, and actually INCREASING his workload, we've helped him feel more appreciated and engaged with our business.
And to your point about the cost and time needed to support this, we are going to save money, even with the additional training time accounted for. Rather than bring in an additional employee to put in 30 hours a week, we're now working to build a team of 6 to 8 current employees who take on a few hours each. I believe this year will present MANY opportunities for employers to implement similar practices, and am looking forward to presenting this material. I'm very excited actually, and can't wait til May!
Thanks again for the reply in here.
Maren Hogan said:I am curious to know if you mean like constant moves within an organization at appropriate times (more lateral, less vertical) to keep the employees skill set varied and yet make them more ingrained into the culture of the company? I LOVE this idea, as it seems to solve (for larger companies) the idea that most employees leave because of their manager. Also, if you attached it to any generational issues, it would appear on the surface that a shift like that (at least in a larger company) could "extend the shelf life" of a millennial candidate. The only pushback I see is that corporations are already frustrated at the amount they spend training and might feel like this was more of an investment on their part with no guaranteed rate of return. I guess it's safer than the markets huh?
Are you saying that from the start, these people should wear "more than on hat" within more than one department? I think with the current state of management, that would be very hard, as most departments rarely want to share resources or accountability, much less humans. Beyond that, Oftentimes a skill is easy enough to learn, it's the repetitive nature of it that is time consuming. So people might assume that they could handle more "on paper" than they could actually handle in a given work week or day. Obviously, this happens every day in small businesses. I think it's more possible with positions that require less of an exact steady hand and utmost consistency. I don't think the accounting procedures should be shared and juggled, but perhaps graphic design and copywriting could get mixed around.
they deserve to get) you could use the CDS
Corporate Desirability Score.
You take a number of things that people want and companies provide (like, pay, benefits, etc.) and rate them on a 1-100 score relative to other companies. It’s like a Radford Survey with additional factors:
Basics (what every company has to some degree or another) Benefits Commutability Compensation Growth/promotion/raise potential Interesting work/type of technology Overall importance of what the company does People (staff & management) Recognition (personal and/or group) Reporting Structure (reporting to CXO- versus manager-level) Stability Work environment and corporate culture Work/life balance……………………………………………..
Bonuses (typical of some startups and a few others) Free food & refreshments Pre-IPO stock Misc.
To use the CDS, get the most accurate and objective information you can (maybe from HR, maybe from other sources). Be suspicious of very high or very low numbers, and if you get these very high or low numbers, you should probe for the basis of them. If no one knows: guess. You add up all the numbers, and divide by 12 (you could have higher score than a 100). That ‘s your CDS.
3) To set up a guide for how you'll recruit, you could use this:
Manifesto for Agile Recruiting
We are uncovering better ways of hiring people by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Quick, quality hires over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Principles behind the Agile Recruiting Manifesto
We follow these principles:
Our highest priority is to satisfy the customer through early and continuous delivery of quality hires.
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
Deliver quality hires frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Internal customers and recruiters must work together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a recruiting team is face-to-face conversation.
A quality hire which is on time and within budget is the primary measure of progress.
Agile processes promote sustainable employee development.
The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to professional excellence and first-class service enhances agility.
Simplicity — the art of maximizing the amount of work not done — is essential.
The best requirements, processes, and hires emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Finally, for further advice: Talk to REAL RECRUITERS and NOT people who make their living telling recruiting heads what REAL recruiters should do. Within a very few weeks, the greenest "newbie" probably knows more how to improve their own job than the most experienced Recruiting Thought Leaders do.
Best of Luck
-Keith Halperin firstname.lastname@example.org…