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[Music] foreign [Music] hi everybody Welcome to Cinema One um today we well I hope you all are here to join the session on how ta leaders can lead holistically in the world of H.R silos I'm really excited to introduce our speaker my name is Aaron Scruggs I'm a VP of talent acquisition at LinkedIn and I'm here to introduce John blastalica John has was a corporate ta leader for 10 years he led recruiting for Expedia he led engineering recruiting for Amazon and in 2005 he started his own consulting company to really help up level the function of recruiting at Brand companies all over the world he's worked with Adidas slack LinkedIn Google um Bloomberg among others and he does really incredible work to help triage the problems that are happening and really Elevate the processes of recruiting I personally am a friend of John's we've worked together for 10 years we're doing some really interesting work on hiring principals and training hiring managers at LinkedIn I love John because he says it like it is he relentlessly speaks the truth to everyone and and I've learned so much from him as a mentor and a friend really excited to welcome him to the stage and please join me in clapping for John blastalica [Applause] [Music] good afternoon how are you guys doing you ready we're gonna dive in you know some sessions are like a five minute idea that gets expanded into an hour and you're like I'm gonna play on my phone this is like a 20 hour conversation I'm going to cram into 30 minutes so it's gonna go fast I'm gonna talk fast there will be a video recording you can slow down to 0.75 X if you're one of those people that wants to Jessica a little bit more I need time to process but I'm going to talk fast I'm going to cover a lot of ground I am here to help you win in your jobs and that's really what my mission is is to help ta leaders win in their jobs and we're going to talk about something that I'm very passionate about which is how do we as ta leaders have a bigger impact on the business and in the last couple Talent connect presentations I've done I've talked about leadership and strategy for ta leaders and I've talked a lot about things we need to do within our own function within TA today I want to talk about some opportunities we have to go a little broader to influence some of the other kind of parts of HR that have a huge impact on our ability to get speed quality and diversity for the businesses we support as ta leaders this is my kind of credibility slide and that is me in the Rick Astley era up there rocking a full mullet uh and very proud of that hair that I used to have uh but we get to work with all kinds of interesting companies and and as Aaron said one of the things that's great about my job in service to helping ta teams improve the way they recruit I get to see what the teams they're doing really interesting work are doing and pull that into conversations or talks like this and what I want to do today is to highlight some of what we've learned from ta leaders that are looking outside of just ta to solve some big complex problems I don't probably need to tell any of you that corporate ta can sometimes be viewed as you know very separate from other parts of HR and I gotta say back in the 90s there were some of us that were like we don't even belong in HR we're not Personnel like get us out of a we're marketing we're sales like get us out of here like that was the theme the like 90s late 90s when I was going through the whole.com craziness and I feel like people are starting to get the band back together a little bit more now like I'm seeing job titles I don't know if Danny Monahan is here but when she was at Uber and I worked with her she was VP Talent acquisition and internal Mobility one of our clients just hired a new vpfta who's VP of ta and internal mobility and onboarding and I'm seeing some people kind of in organizations that are Savvy focused on culture focus on you know big things like diversity inclusion that they're starting to pull some of these things together and recognize that maybe we've been a little too siled in our past so uh I'm gonna I'm gonna set the table a little bit uh executive feedback I hear we do work with you know thousands and thousands of hiring managers and Executives and we get a lot of feedback and a lot of the feedback is similar they want more they want more speed quality diversity they want more senior Talent they're frustrated because you know they only want to hire eight players the problem is what's an a player they don't know but I know when I see it I'm like total you can't say that uh so there's there's a lot of demand now for us to help and and obviously the last two years has demonstrated how unbelievably strategic Talent acquisition is to companies and companies growth uh I would also say that about you know nine out of ten maybe even 10 out of 10 of leaders recognize that they need more holistic thinking from us uh I'm not saying that they need us to be the HR generalist that is not our role but they want more holistic thinking and it's frustrating when there's a lot of siled thinking coming at them and I will tell you when I talk about silos I mean they're silos within HR but we have like Inception level stuff going on within ta like I can be a leader and there's silos within silos within silos just in our functional area you know what I'm saying we got we got employer branding over here we got executive recruiting here we got University recruiting here we got Tech recruiting doing their own thing they have a different bar different process different interviewing we have retail we have you know you have all these different things happening and even within ta sometimes we're too siled to bring holistic thinking to Executives who are just like I just want to hire great talent I just want to build the capability is my team I just want to hit my sales targets I want to ship our product like and we come at them sometimes like this octopus with all this stuff going on and it's frustrating as it would be frustrating to you so I want to I'm going to continue setting the table I was uh I was reading uh Seth God anyone know Seth Godin or his work marketing guy if you don't it's fun little he's done short little blog posts every day like three paragraphs kind of stuff and he was talking about the chief marketing officer job and how there's this problem that we want to hold the CMO accountable for all kinds of things and in reality they don't really own a lot of the things that would improve marketing and a lot of things that improve marketing is you know one having a better product probably helps marketing a lot but your decisions around pricing the way you support your customers the the uh the opportunity you have to kind of delight and win over customers which which sometimes the sales team is doing has a huge impact on marketing but the marketing officer doesn't own that and I'm thinking to myself that's interesting there's a lot of corollary with some Talent acquisition especially employer branding I think you've got to fix the inside before you fix the outside in a lot of ways the second thing I was at a CEO sales leadership conference thing it was a workshop and this guy came in there and just blew up everything it was really interesting people showed up thinking we're going to hear about how to improve sales compensation or how to restructure the sales org or how to motivate and Inspire sales people or whatever best practices of big builders that was kind of the the what was billed that's kind of what you're going to get what we got was take all the money and resources you're applying to making your sales team better and fix all the other stuff around sales so the way you improve revenues to you know have better product you improve customer support you create slack in your system so you can actually go faster for customers that'll be a differentiator in the marketplace there's tons of stuff you can and should be doing to improve sales that aren't directly related to improving the sales team and once again I'm like interesting because this also has a corollary to tell and acquisition I think about how often the recruiters will like fix recruiters or fix recruiting and I'm like yeah but it's all this other stuff that has a huge impact on our ability to bring great talent in quickly and hit our diversity targets that other stuff has to be working as well as us so it's not just fixed recruiting or just invest in recruiting it's what else do we need to focus on you with me so far all right so that's a little bit of the setup that kind of inspired this talk for me so now I want to I want to if you've ever seen me present I like to make things very practical and real so I want to imagine now you've got that background okay set up a little bit I want to imagine now that you're sitting across as a TA leader from a c-level exec a VP a director that has a lot of hiring to do and you want to level up your conversation one of the most strategic conversations we can have as ta leaders is to talk to a leader about something other than the wrecks they need to fill in the next six weeks or six months would you agree we need to be we need to level up that conversation and I'll tell you this is hard to do I've worked in corporate where it's just scale go go go everything is speed but we need to do that so what's an example of a really good question some of you may use a question like this but this is a powerful powerful strategic question and that's to ask a leader what do you want your organization to look like in two or three years and why and listening to what they say I'll tell you you're going to be disappointed because half the people we ask that question to don't know but but let's assume that they know what they want the organization to look look like when they start talking when they start responding and you're clarifying and you're guiding the conversation you're saying okay so you want your organization to be bigger you want more or maybe it needs to be fewer but what do you want the makeup of the organization to look like and this is where you start talking about mix of talent so we start talking about seniority this is where you start talking about who's managers to IC ratio you start talking about diversity you talk about where they have talent you talk about generalists versus specialist mix and and why are we too Specialists now we need to be more generalist are we you know the other way around are they capability gaps do you want a more collaborative culture do you want something different if you start asking a leader of these questions I would say half of them have never been asked these questions before and the other half that have given it some thought when you get the response of what they want you're probably going to have a little bit of an oh moment because you realize I as Talent acquisition can't solve for all this stuff right how am I going to change all I mean I can I can change some of it because you know thousand person org twenty percent maybe backfills we're gonna be flat this year that's 200 individual opportunities to change the org but they're talking about stuff that goes Way Beyond hiring or at least I know the solution to help them get the org they want three years requires more than just me being good at my job and bringing in kind of external Talent more than just a a buy strategy you with me on this so you ask this kind of question you get you get feedback then the hard work starts because now you have to start thinking more holistically about where Talent comes from and not just think about you know the buy which is what we're in the business of largely is bringing external talent in but you don't start thinking about build and borrow and all the other I found all these if you Google build borrow buy now they have bind bounce Bots there's a whole bunch of bees there's like 20 bees out there um but one of the things that I I struggle with a little bit is as a TA leader I'm hearing this kind of I've asked this question of leaders I'm getting their response I'm listening I'm really deeply listening and then I again have my own moment but then I realize I mean I hope my team is on board with this I hope I hope the the L D team is asking this question I hope the onboarding team is asking this question I I hope that you know the people that focus on retention and compensation and all the other areas you know are competency models I hope all those people are having the same kinds of conversation ideally in the room with me the reality is man you think we get transactional there's some parts of HR that are even more transactional sometimes than we are they're so under a resource so underfunded and sometimes so under LED they're not having this conversation either and that's where I think we have an opportunity I think of my customer as a TA leader not as the candidate not as the hiring manager but the company the company to me is my customer and if I'm asking a question about the kind of org you want to have in two or three years I have an opportunity an obligation to ask the question and then figure out how to make some of this happen and it may involve me stepping outside of my you know Inception Silo into into some other areas so hard part of course in HR uh this is the if that was the oh this is the kind of no I know you know this okay is that major decisions in other parts of HR have a huge impact on Talent acquisition and if we were in like a workshop format I would spend 10 minutes and have you all talk about all the things that other people that your peers do that have a positive or negative impact on your ability to bring great talent and speed quality diversity there's a lot of things right and and a lot of the the root issues that we're trying to solve for when you ask a question like what do you want your org to look like in three years and they start describing something very different it requires holistic thinking and it requires Great Partnerships and all kinds of things that maybe maybe we're not doing today that we should be doing I had a conversation when I was the head of Tech recruiting at Amazon uh there was a very nice gentle uh HR leader that was my partner for the technology organization and uh he was fantastic and he was he was as far on the calm side as I was on the hyper crazy side he was as much as an extreme introvert as I was an extreme extrovert and I remember having this conversation with him he was very frustrated very non-confrontational and I knew that he wanted to freak out at me um and so I just I led I opened the conversation with I said Stan I create like 95 percent of your problems don't I and I remember his eyes got really big and then he relaxed he's like yes everything you do is screwing up internal Equity you're hiring Engineers as managers that aren't good people managers that's affecting retention it's affecting and he's going off and I'm like I know I'm sorry I I mean this is where we're optimized for Speed we're optimized for Quality we're not really focused on some of these things that you're talking about we're trying to get a whole bunch of people hired in a short amount of time but in that moment that that kind of that Honesty that we had this honest conversation opened the door for us to talk more holistically about how we need to be better partners that Inta that a lot of the stuff I was doing was creating Downstream impact for him once the people were hired does that make sense so if you ever worked at a company hired a brilliant ass like you may be gone oh I filled that wreck but you just created massive crazy for the rest of your organization right that could last generations of talent beyond you if they get promoted and all this stuff so I'm thinking about that and now I'm thinking about that more coming at us so that was my I create your problems that's Downstream now I think gosh what are all the silos what are all the other areas is that impact my ability to be successful as a TA leader and I put in blue some of the more traditional things that we own in Talent acquisition and I put an orange some of the things that are all over the place that may not have the level of leadership they may not have a VP director even manager level person looking after some of this stuff and this is where I think we have some of the biggest opportunities obviously if you're trying to change your culture you might need a Refresh on your values and competencies right you might need to say hey we as a company are putting a stake in the ground we're going to reward different things than we did five years ago to a different organization I was at the Masters of scales conference uh masters of scale conference last year an Uber CEO Dara was on stage talking about the massive transformation from a company that basically launched the metoo movement to a company that's trying to be a different kind of company now and it was fantastic to hear the self-awareness and the progress and the work but it's it's hard work and some of that involved rewarding different behaviors defining what it looks like differently if you go on each one of these columns or silos onboarding internal Mobility uh how much we pay these have massive impact on our ability to do our job are you with me right a huge impact so we have uh 16 17 minutes we're going to talk about two of these uh not all of these I would love to talk about all of these are there any anyone that wants to meet up later but let's talk about compensation uh money first and then we'll talk about onboarding briefly so um I will tell you uh one of the things that frustrates me is um I I think once in my career in corporate had a good relationship with a compensation leader the rest of the time it was I mean she would literally like close the elevator door if she saw me coming you know she was like oh here's like you know John's coming at me and I'm like hey wait wait I wanna you know so um but but but compensation sometimes they're they're optimized for different things they rely a lot on salary surveys sometimes those salary surveys lag the market I shouldn't say sometimes especially like really like the market sometimes they're they're benchmarking with companies that aren't the companies that are hiring managers want to hire from uh sometimes you know we're categorized as a retail company but we're really trying to be a tech company or you know whatever and we just need to change up some of that and it can be hard it can be hard and there's a lot of macro Focus what's going on out here and of course we have an opportunity to bring a lot of insights from our recruiting team we're on the phone we're you know chatting with candidates all the time but I want to I want you to imagine a place that I got to and one of my course jobs where we did same-day offers at scale same-day offers at scale not for hourly entry level 30 minute interview you're hired we're talking like you know five six interviewers involved at scale Same Day offers and I'll tell you the way we did it was getting aligned with compensation on principles so there were a lot of rules a lot of process but we didn't talk about principles and what I want to share with you are some suggestions keeping this actionable for you what are some conversations you could have and I would even say should have with your compensation leader and I would love for you to spend a little time thinking about what are the kinds of things that we should be aligned on as a company I don't mean ta writes its wish list of how compensation works and then compensation writes the real world and we come in and argue I mean collaborate co-build the compensation Philosophy for our company these set of principles and we had such alignment on principles that it allowed us to go faster now in the download deck if you want to download this I'm going to share a QR code at the end I actually have a whole bunch of things Beyond these uh four that are on here I have like a dozen or so different things I want you to think about but I wanted to kind of inspire you to think what should what could I talk about with the comp leader to see if we even have alignment today and if we're not aligned how do we get aligned because alignment leads to speed alignment leads to Quality alignment leads to better diversity outcomes so one of the things that's really obvious we had in the company I worked at we had a principal that said we will not lose a candidate over five thousand dollars period there was no approval needed if it's you know if the midpoint is here and we make our offer at the midpoint if you want to go 5K over there it was a no-brainer I never want to hear I remember our CIO said this to me John I never want to hear we lost a software engineer over this much money whatever this much money was and the number changed a little bit over time I want to talk about the third one internal Equity oh my gosh internal Equity is the love language of compensation leaders right this is this is what they live for this is what they're rewarded for and it is a disaster in a market like we have now would you agree you have people hired three years ago and they're literally reading on the front page of the newspaper you're better off quitting and going somewhere else than to wait for your company's little three percent little tiny thing to kind of get you up to where the market is you'll never get there so quit and then come you know I'm like oh my God this is a disaster for us and I've been in so many situations especially if you do University recruiting where you hired people two years ago from the same program and you're hiring people today that are making 10 12 15K more than the people that work at your company with two years of experience you know you feel me on this we can all relate to this right so I think a big question is what are we optimizing for are we optimizing for internal equity and if so you know what I'm going to tell you that's fine just be honest about it just recognize we are not going to go above some internal Equity midpoint or some Target and then let's kind of adjust our expectations ingly but don't tell me you want top talent but we're optimizing for internal talent in a market that is as insane as the last two years that is ridiculous can I get a little are you guys with me on this okay so so have a conversation about internal equity and then this other one is oh my gosh this is going to blow I'm gonna drop a bomb here but internal candidate should receive external Market competitive offers can you imagine living in a world like that I can't say I've lived in that world yet but I'm aiming for that world that's that's on my Fantasy Island is where you're an internal candidate and you don't get screwed over because you're an internal candidate you actually get paid what you're worth your real market value but that is really hard to do and and I'm kind of making fun of this and we're kind of haha but the reality is I worked as a comp analyst right out of college for three months covered a maternity leave and compensation people are under resourced underfunded and trying to do their best and they get so much pressure from other parts of the organization to keep costs down so it's not like you just flip a switch and suddenly we're going to pay everyone a ton of more money you may not be able to afford to do that but again my comment here is then be honest about that be honest have that be a principle that we have aligned to have that be something we agree to so we're not going in these you know champagne neighborhoods with a beer budget trying to get all this you know amazing kind of we're just not going to be able to afford that kind of talent or we are going to lose people to this competitor that's paying more we need to be prepared for that we need to know that that is not we're not victims we're not victims of the company out here paying more we may made a choice not to be competitive we made a choice now we may not be able to afford that choice of being competitive but that's also something we should be talking about and hopefully if you show up to a conversation like that this is one of the things that really frustrates me is we talk a lot about how this is a good idea and we don't talk about the cost of not making a decision or making the wrong decision there are very real costs to not pay your internal employees Market wages so what are some practical things you can do I'll share a couple things that I've seen our clients do or I've been involved in one is have some mock offer training invite your HR Partners your compensation team and and practice on we actually did role plays we gave you know you're the candidate you're the recruiter and let's run through the scenario you're going to attempt to kind of close this candidate that we want to hire and let's talk about how we apply our principles that we align to in a real world where compensation and HR can hear that our recruiters are not the lazy give me more money and I'll be able to hire more people kind of recruiters that some people think we are because I'm not asking for more money to make my job easier I'm asking for more money to improve speed quality diversity that's the framing and hopefully my partners in HR my partners in compensation are also aiming for helping this organization that wants to be something different in three years you know reach that goal I want to be in service to the business the second thing is to bring real lost offers counter offers as evidence and say like hey this is examples where we put our principles into practice and we lost someone and I want to say that we need to be okay with losing someone like this because our principal says we will not optimize for external Market we're going to optimize for internal equity and these are the kind of people we're losing when I show these kind of people we're losing to our executive team they're quite disappointed we're losing these people over ten thousand dollars or whatever the number is the third thing is review real internal candidates who left due to low comp exit interview feedback look if it's regretted attrition have the same kind of conversation um is this is this is this someone we should have saved is this someone we should have saved and by saving them are we doing something are we doing that in an equitable way are we doing that in a way that's like aligned to our principles on this I then recognize that you know external salary surveys are not enough we need to bring our real world insights from the conversations we have uh real quick story I was the head of ta at Expedia we I got in there I inherited a team that you know pretty pretty mature team and uh I was arguing right out of the gate uh the business is yelling like hey this job has been open for a while we need to be competing more with the big tech companies our pay isn't there and I go to my comp leader partner and say Hey I want to talk about Compton or do a comp review we pay fine we have a 97 close rate or something like that I'm like uh really I don't let me go talk to my team so I go talk to my team and I'm like okay you say we have a comp problem the business says we have a comp problem 97 close rate yeah we don't even put the offer in the system if they decline verbally oh okay well so we don't have a 97 close very do we then right like no we don't it's probably like 60 or something and they talk about it they screen everybody out in the first conversation that makes over this amount and I'm just like wow we are not elevating the cost or the problem we are hiding the problem in our ATS by not following look I'm telling you guys stuff you know the second thing I want to talk about briefly is onboarding and training do I have any kind of uh people that own onboarding training lnd in the audience thank you for your service I'm glad you were here uh I will tell you um there are big consequences if we don't have onboarding if we don't have good training if we are not thinking about uh what happens after they start and I know you say because I've said this hey I'm telling acquisition I get them here once they're in the door someone else's job to a degree I mean we care but we got 100 wrecks well we used to six months ago we had a hundred wrecks to fill or a thousand wrecks to fill right um so I asked I would ask us to think about what could we do differently what would happen if we had amazing onboarding training and mentoring and I want you to think about kind of a traditional recruiting process it starts with the kind of Target candidate profiling work and sourcing and interviewing and decision Etc and I want you to imagine what happens if you and the hiring manager both know that our onboarding sucks and I don't mean onboarding like we don't have a nice welcome to the company here's our culture and values watch the harassment video here's how to set up your laptop and I don't mean the kind of basic orientation stuff I mean actual onboarding onboarding that accelerates ramp time that helps people get connected early that's you know fantastic more than just a one day or a two-day process when it's bad what happens is it actually changes who we Target because by having bad onboarding we are reverse engineering our way into a hit the ground running culture a sink or swim culture and I need people that can swim that's what we're doing a lot of what Ryan talked about this morning around kind of this opportunity we have with skills first and Etc a lot of this is problematic if we have crappy onboarding because if I know we don't have good onboarding or if the hiring manager is like I don't have capacity to train Mentor coach I mean my team is so lean right now I have to hire someone that can hit the ground running and guess what hit the ground running looks like schools companies industries that we've always hired from the profiles we've always hired it's not whitening the aperture it's not helping the the business leader who wants to transfer Transformer organization in three years into something else it's not it's not in service to that it's in service to the speed culture it's in service to the sink or swim hit the ground running culture Ryan wrote an article Aaron knows we use this in our license to hire training that we've been doing uh for for LinkedIn uh Ryan the CEO of LinkedIn maybe four or five months ago wrote an article and it's linked in the download version of this deck if you want to see it that talks about moving from hit the ground running to hit the ground learning and I'm like damn I wish I would have come up with that that is good that is really good but I think to myself what would it look like if it was hit the ground learning right what would we do different around the talent we targeted what we different around the way we interview what we focus on in the interview how would we make our hiring decisions differently so much effort is put into sourcing and screening and closing and many times in ta we don't have time to play a role mid funnel we don't have time to be part of the interview process sometimes our recruiters aren't even in the room when the hiring decision is made they don't have time room virtual you know whatever but we're not even part of the conversation and I think to myself oh my gosh if if we could count on great onboarding coaching mentoring when a new person starts we could widen the aperture we could really go more skills first faster you with me on this so what are some yay so what are some things that uh that some principles I love principles I love principles more than rules I love principles more than just guidelines I like that we put thought into the principle um again in the download deck I have more than just these four but but thinking about orientation as not just a one day or half a day or two day thing but thinking about it as a as a process one of our clients Starbucks their headquarters I don't know if they're doing this today as much but it used to be your first first four weeks on the job you literally couldn't start your job so if you're a new recruiter you don't meet your hiring managers you don't you meet your team but you're running around building relationships because they said there is a high correlation between getting people in here and connected really early they're very relationship oriented culture very connected to long-term success to tenure all these other things they were looking for I don't think that's realistic for most of us I think you do need to start doing work at our companies uh right away real work that is the output work not just relationship work but I love that they're they're putting such a focus on that because it's very reflective of the culture they're building um having people managers be more accountable for some of this not make uh you know onboarding or training an HR initiative and HR program but actually measure hiring managers and their ability to to onboard or to train or coach and mentor and a lot of your sales leaders have already started something like this engineering teams have built their own training some of the stuff exists I'm not saying it doesn't exist because we're not leading it or anything but there's opportunities here and then this is a really wild idea but look at the third one on there wouldn't that be interesting if our recruiters had a conversation with hiring managers what is your your onboarding plan what if what if the onboarding team the experts in onboarding had templates had suggestions if we maybe help them a little bit because there's way more of us than whoever does your onboarding right ta is one of the biggest functions in HR how could we maybe bring a little bit of that in and highlight for them better onboarding means bigger pool of candidates I can draw from we don't have to do the hit the ground running right crappy onboarding I get now why you're pressuring me to only hire to this company this industry this school this you know whatever this job title and then of course thinking about onboarding Beyond just kind of traditional onboarding so what are some things you can do one the mix of talent conversation is very powerful I think it's fantastic when we can kind of sit down with an organization I know we're not all OD people I know you might have an OD leader it feels like you're in their Lane and don't try you're not trying to get in their Lane you don't have to be a VP talent management to be effective as a VP of TA or ahead of ta but make sure that we're having that hit the ground learning approach are there certain jobs that we want to build by Design as Hit The Ground Learning we want to invest The Limited onboarding training mentoring coaching time in this job category because it's critical to the three-year plan The Five-Year Plan for this organization change up your job profiles one of the most important things you can do how many of you have competencies of your company some kind of Competency model I imagine even if you're not raising your hand you probably do you have some kind of Competency model right make sure in your competency model you have adaptability learning agility growth mindset why because if you're hiring someone that is not going to hit the ground running they're out of your industry they come out of a different scale size company they're you know whatever they're not big Tech or they're not retail it's really important that you have evidence in that hiring decision meeting in the hiring decision meeting where you can say I agree she didn't have X but I got evidence that she has picked up skills like X really quickly I have seen from the evidence I gathered in my tell me about a Time interviews from the problem-solving exercises I gave her I gave her an opportunity to demonstrate that one of her core strengths is learning agility she is good at picking stuff up I think this is the kind of person we're actually not taking a big chance on does that make sense but that voice doesn't show up often and it makes me lose my you know because I'm thinking all the effort we do to widen the aperture to bring this in at the you know sourcing and screening and interviewing and we have behavioral questions and we have all this stuff and then you get to the decision making and someone's like yeah but she doesn't have acts I'm like we knew that when we interviewed her we knew that when we sourced her what are we so you have to have someone in the room who is evaluating those things Elevate stories of hiring managers who are great at the hit the ground learning and have a conversation an honest conversation about speed because speed can be the enemy of this kind of holistic thinking when we're under pressure to go fast it is very hard to pause it's very hard to be strategic when your whole culture is built around this I was working with um Pinterest and Uber's uh Chief people officers a couple years ago at the same time and having conversations with both of them about just the incredible pressure in Silicon Valley and the bay area around fast fast fast speed speed and I would say it's probably true around the world right especially in Talent acquisition time to fill is such a fabulous metric he said sarcastically but we're all measured on speed everything is speed right and just think about what that does think about what that what message that says when you want to be strategic you want to be holistic you want to think about Talent not just getting them in the door and then sink or swim good luck but you want to think about creating a great experience that maybe matches your brand your customer experience we gotta pause we can't make speed the number one driver I wrote an article about this on linkedin's Talent blog it's also linked in the download slides if you're interested but having a conversation that elevates the cost of doing nothing or the cost of not improving onboarding is a really powerful way for you to demonstrate some leadership in your organization not just point at the problem these guys suck over here in this department they're a silo they're not doing their job that's not what this is about this is about us playing a leadership role supporting being an ally too maybe even help resourcing like I said maybe even bringing some onboarding or bringing some compensation stuff into the conversations with the people managers we work with so I put some optional stuff in here I'm out of time I knew I was out of time I wanted to show you I highlighted several other areas I could have easily talked about internal Mobility or competencies or choices we make about remote work and the impact it has on on us and talent acquisition I wanted to to go deep as much as I can uh in two areas and then kind of seed a little bit for you to go back and think what other areas in my organization have a huge impact on my ability to deliver for the business and what can I be doing what should I be doing because I challenge you to do this what should I be doing with my peers across HR to make sure that we're creating a a better kind of organization and not just thinking about buy buy all the time which has been the the kind of the focus for my entire career I also have stories I don't have time to tell I'm showing you because I put these in here around some funny conversations that I've had with some ta leaders some HR leaders and others I think we have a big choice to make and I'll tell you sometimes I see in Talent acquisition we make ourselves a little too small you know I'm so sorry to bug you I know how busy you are I apologize can I just is there any way I can get 30 minutes of your time is there any way you can let me know your feedback on that candidate I'm so sorry I know you're busy and that is just such like our business has they need us so much especially over the last 18 months they have needed us more than ever right and I think sometimes we get in there and we're just like I just want to be a fly on the wall like I was gonna say a really bad four-letter word but blank that like you know what I mean like I don't want to be a fly on the wall I need to have a voice in these conversations and additionally because sometimes a talent acquisition is seen as this separate thing from the rest of HR um I want us to kind of lead a little more and recognize at some level as you get more senior in your career we're all sort of generalists right I should have a point of view I deserve to have a point of view on compensation internal Mobility on onboarding on career pathing on a competency model I deserve to be in the room as part of that conversation I'm not just a bunch of you know Rec filling machine that's being built like I want to shape this organization in a positive way so I think a big opportunity for us is to have the point of view and not take that not my job kind of orientation so I really appreciate everyone's time um I hope you got something that feels a little bit practical for you there's a QR code up there if you want to download the the bonus deck if you're interested in more best practices I actually created a site for ta leaders at recruitingleadership.com that has videos and podcasts and articles and such some of which I referenced today I really appreciate your time I am so happy to be back in person thank you all for showing up uh and I hope to chat with you soon I'm happy to take some q a down here if you guys want to do that thank you [Music]