I’m on the road this week at SHRM National and at The Sourcing Summit UK. Two very different groups. The SHRMies will be more traditional HR and Recruiter types that wear a lot of hats. The SOSUites will be very specialized in sourcing.
I get asked a lot about what’s really the difference between Recruiting and Sourcing? Or, where does Sourcing end and Recruiting begin? Or something similar to these questions.
The answer is it doesn’t matter.
The organization has a need for talent.
The organization has to find or grow talent.
You and others in the organization need to figure this out.
So, figure it out!
Everyone is going to design and process this differently. Some will have Sourcers take it all the way until the candidate is screened, then the Recruiter will come into finish the process. Some will have the Sourcers just find the talent, then have the Recruiter work to contact, screen, etc.
It doesn’t matter how you design it if it works for your organization, and, this is key, it’s replicable no matter who you have in the role.
Stop. Think. Let that process for a second.
One of the biggest mistakes I see really good organizations make is they build and design process around the talent they have right now. One piece of that talent changes and all of a sudden it no longer works.
“Well, Tim, did all the sourcing and just handed me great talent!” Great, Tim quit because he was doing most of the work and you took all the credit. How is that process working now?
Talent Acquisition is really hard when you have to make it up new each time you have an opening! Talent Acquisition becomes sustainable when you can plug in skill sets you need and the machine keeps spitting out talent no matter who it is.
Is it Sourcing? Is it Recruiting? It doesn’t freaking matter. Make it work for your organization.
What I find with the most innovative TA shops on the planet is they didn’t look at what everyone else was doing. They looked at what their organization needed and they solved for that problem. Many times the solution was doing something no one else was doing.
This reminds me of the E-Myth process – each spot in an org chart is a set of expectations that when met, allow the organization to function. So plan to cover all the required expectations, and if you find someone that can fill multiple roles, great, but keep that in mind when compensating them.