This post was orginally posted at keenhire blog

The reality is that the recruiting profession has much to do with why things operate the way they do in HR. Companies spent billions of dollars utilizing our services and there were /are too many people in the industry looking to turn a quick buck so now we have the HR Wall to block us from making the difference that the true professionals are on the planet to make. Ultimately the hiring decision needs to be the Sr. Manager and the Key Stake Holders in the department. The people held accountable for performance.

What needs to happen for companies to win the battle for talent is that they need to invest the money in training their leaders-Sr Management as well as line supervisors in the talent selection process. Since I got into the higher end of Recruiting Consulting side of the business it is ever apparent to me that most managers – regardless of their level are not 100% clear on the accountabilities of their subordinates from a key performance indicator stand point. Additionally they are not 100% aware of how their employees’ performance directly or indirectly impacts the total performance of the company. If they were held accountable for understanding this cause and effect relationship they would do a better job of hiring because they would be forced to identify players who could produce the results and furthermore they would need to get better at defining their real needs.

When we benchmark a role, we invite HR to learn, however they are not the people who are the stake holders in the department and therefore they are in the meeting to listen, to learn and that is it. Most HR Recruiters and Recruiters overall are NOT experts in selection, benchmarking, defining KPI’s and again is that their fault of the CEOs fault?.

If a talent strategy is the top thing on competitive companies minds –then they need to invest some dough in building hiring strategies, building benchmarks and defining the real parameters of what the right candidates – not the right resumes looks like.

It is OUR job to change that paradigm; we live and breathe this stuff everyday. Hiring, Talent Strategy is something very few people who live inside companies are really good at because they don’t see the issues and the problems from a global perspective. They only know what they learned in school or what the few companies that they have worked for did to solve the problems. We on the other hand have thousands of situations and experiences that we learn from every month, we work with hundreds of companies, we see the good, the bad and the ugly.

This is one of those things, Jim Collins talks about in Good to Great. Outsourcing to the RIGHT talent experts is the only way a company will master attracting, identifying, selecting, developing and retaining the right talent.

Ultimately the hiring decision needs to be the Sr. Manager and the Key Stake Holders in the department. The people held accountable for performance.

What needs to happen for companies to win the battle for talent is that they need to invest the money in training their leaders-Sr Management as well as line supervisors in the talent selection process.

Since I got into the higher end of Recruiting Consulting side of the business it is ever apparent to me that most managers – regardless of their level are not 100% clear on the accountabilities of their subordinates from a key performance indicator stand point. Additionally they are not 100% aware of how their employees’ performance directly or indirectly impacts the total performance of the company. If they were held accountable for understanding this cause and effect relationship they would do a better job of hiring because they would be forced to identify players who could produce the results and furthermore they would need to get better at defining their real needs.

When we benchmark a role, we invite HR to learn, however they are not the people who are the stake holders in the department and therefore they are in the meeting to listen, to learn and that is it. Most HR Recruiters and Recruiters overall are NOT experts in selection, benchmarking, defining KPI’s and again is that their fault of the CEOs fault?.

If a talent strategy is the top thing on competitive companies minds –then they need to invest some dough in building hiring strategies, building benchmarks and defining the real parameters of what the right candidates – not the right resumes looks like.

It is OUR job to change that paradigm; we live and breathe this stuff everyday. Hiring, Talent Strategy is something very few people who live inside companies are really good at because they don’t see the issues and the problems from a global perspective. They only know what they learned in school or what the few companies that they have worked for did to solve the problems. We on the other hand have thousands of situations and experiences that we learn from every month, we work with hundreds of companies, we see the good, the bad and the ugly.

This is one of those things, Jim Collins talks about in Good to Great. Outsourcing to the RIGHT talent experts is the only way a company will master attracting, identifying, selecting, developing and retaining the right talent.