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Gem :2022年人才领袖的招聘淡季指南(英文版)(55页).pdf

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1、A TA leaders guide to hiring slowdownsHow recruiting teams can keep adding value to the businessContributorsPaul Lesser Principal PHL Talent Advisory Services (formerly Fidelity Investments)Glen Evans Partner,Core Talent Greylock Partners(formerly Slack,Facebook)Kirk Okenquist VP of Global Recruitin

2、g Motive (formerly Dialpad,MuleSoft,Robert Half)Chris Lyon Head of Talent CaptivateIQ(formerly JLL Technologies,WeWork,Twitch)Shannon Toomey Senior Manager,Recruiting Descript(formerly VSCO,Dropbox)Abigail Chambley Director of Talent Acquisition Mission(formerly BetterCloud)Richard Cho Chief Recruit

3、ing Officer Gem (formerly Robinhood,Chan Zuckerberg,Dropbox,Meta)Jonathan Tamblyn Chief People Officer Skolem(formerly Gemini,Gartner L2)Caroline Stevenson Chief of Staff Gem(formerly Dropbox)Chris Middlemass Director of Talent Acquisition CaptivateIQ(formerly Gladly,Workday)Matt Stephenson Operatin

4、g Partner Human Capital(formerly Plaid,Google)Mike Moriarty Operating Partner,Talent Human Capital(formerly Dropbox,Google)Ellen Markman Director of Recruiting CodeSignal (formerly Two Sigma)Mike Podobnik VP People Webflow(formerly Confluent,Medallia,Microsoft)A TA leaders guide to hiring slowdowns

5、2ContentsIntroduction .4Build,diversify,and nurture pipelines .7Revise job descriptions(and make them more inclusive).10Thoughts from Paul Lesser .12Thoughts from Glen Evans .14Focus on employer branding .16Strengthen diversity,equity,inclusion,and belonging (DEIB)initiatives.18Temporarily redeploy/

6、resource-share with other teams .22Thoughts from Abigail Chambley .24Thoughts from Kirk Okenquist.26Support internal mobility.28Strengthen relationships with hiring managers and new hires.30Clean up and evaluate your tech stack.32Thoughts from Chris Lyon .37Thoughts from Shannon Toomey.39Evaluate yo

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本文主要讨论了在招聘放缓期间,招聘团队如何继续为业务增值。文章提出了以下关键点: 1. 招聘放缓是暂时的,招聘团队不应在招聘放缓时变得多余。他们可以通过改进流程、优化运营、多样化人才库等方式为组织增值。 2. 招聘团队应与招聘经理和财务部门保持定期沟通,以确定在招聘恢复时最需要填补的职位。同时,招聘团队应积极寻找人才,扩大人才库,并提醒员工推荐人才。 3. 招聘团队应利用这个时机,实验性地多样化他们的搜索实践,从而多样化他们的管道。他们可以与代表性不足的员工和员工资源小组(ERGs)联系,特别询问他们是否有适合未来开放职位的推荐。 4. 招聘团队应与潜在候选人建立真实、真诚的关系,而不是仅仅关注职位。他们可以询问候选人的职业目标和期望,了解他们对公司的看法。 5. 招聘团队应重新审视和修改职位描述,使其更具包容性,并更准确地反映公司的文化和价值观。 6. 招聘团队应专注于候选人关系管理,这将显著减少招聘恢复时的招聘时间和成本。 7. 招聘团队应考虑暂时重新部署/与其他团队共享资源,支持内部流动性,加强与招聘经理和新员工的关系,清理和评估技术堆栈,评估候选人体验和招聘流程,并投资于提升技能和发展。 总之,招聘团队应利用这个时机,通过改进流程、优化运营、多样化人才库、加强与招聘经理和新员工的关系、清理和评估技术堆栈等方式,为组织增值。
如何在招聘放缓期间保持招聘团队的价值? 如何通过修改工作描述来提高包容性? 如何利用招聘放缓期加强雇主品牌建设?
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