Although
staffing employment traditionally is a leading indicator of recovery,
professional recruiters today look forward with caution. This recession
feels different — not just a slowdown, but a disruption of the way
business has been done.
Staffing Solutions that Innovate
Dan Boersma of Laguna Source
in Laguna Beach, CA specializes in finding talent for pharmaceutical, biotechnology and medical device makers. He’s managed the downturn with
a three-part strategy of client service, industry knowledge and
old-fashioned hustle.
“In this recession, you’re working
twice as hard to make three quarters as much money,” Dan asserts. “The
big positive is you have a little bit of free time, to say, ‘Hey, we
have some time on our hands, what can we do that’s going to help us
long-term?'”
Talent shortages in his niche have helped,
but as even successful companies try to do more with less, Dan finds he
has to narrow his focus to develop deeper relationships with clients.
This is the time to listen, to learn more about coming technologies and
the skills needed to harness them, and to build trust.
Dan
and his team watch for announcements on venture funding and company
earnings that signal staffing opportunities. Press releases and news
articles are obvious conversation-starters with potential clients. Less
obvious is Dan’s observation that his best currently-employed
candidates are more reluctant to move to a new employer. They need
reassurance that a medical technology firm, for example, will have
staying power. Whether positive or negative, industry developments
point to hidden corners where top talent and new prospects on both
sides of the recruitment equation are open to change. Dan says, “If a
company’s doing layoffs, I want to be the first to talk to their
people.”
And then there’s plain old bearing down in
tough times. “In a downturn, recruiters tend to get down on themselves
and the business,” Dan says. “It’s easy to blame things on a bad
economy, but we get here early, stay late, work on weekends…staying
aggressive like this has just kept us going.”
Service, research, and hard work deliver. It’s a simple plan, and it works for Laguna Source.
Rethinking Staffing Services
Margaret (Margo) Graziano of KeenHire
in San Jose is taking the reinvention route; she believes that the
fundamentals of staffing have shifted, and the future belongs to those
who broaden their services.
Margo has moved her Talent
Management Division from “getting people into chairs” to a form of
human capital management consulting. KeenHire’s clients, also caught in
the disruptions of the Great Recession, face many hiring complications
that boil down to doing more with less. They profit from expertise
she’s developed across the entire talent acquisition timeline, such as:
Risk Mitigation
“Clients
are asking us to help them not hire the wrong people, because they
can’t afford to make mistakes,” says Margo. Staffing can’t just supply
candidates and hope it works out (or blame a bad hire on a client’s
managers). Risk mitigation means helping a client design teams. What’s
the right mix of talents for a new initiative or product? How should
the team work? Can the company adapt, and how?
It also means retention. “We see a lot more effort and money being spent on keeping the good people,” observes Margo.
Hiring Improvements
Job
descriptions can be a vise, squeezing the wrong person into a job
because she happens to have the right skills. Margo counters this
problem by assessing people well beyond skills. “I look carefully at
the people who are already doing well in the job and build what we call
a ‘DNA thumbprint’ of what the ideal candidate looks like — not their
resume but their values, beliefs, competencies and behaviors. We
actually find and staff organizational development professionals,
industrial psychologists, training and development people, HR, talent
management people, talent acquisition, full-time and contract
recruiters.”
Human Resource Management
Human
capital consulting from staffing companies can add value to processes
like onboarding, top-grading and retention strategies. Once the
staffing company has supplied great talent, it can help the client hold
onto those people. This is more service, and while it reduces churn
(and — let’s admit it here — churn can make short-term profits for
staffing companies) it deepens customer attachment and creates new
services to sell.
“It goes beyond the hiring moment,”
Margo concludes. “We work with companies to help them develop coaching
programs and training and development programs for their high potential
people.”
Where Staffing Goes from Here
As you plan for 2010, consider these likelihoods:
1)
Staffing will see a resurgence but not a return to business as usual.
The collapse of whole business areas and re-alignment of money (think
automotive and health care, for two examples) means that client needs
will change.
2) The super-candidate syndrome will
continue. Margo Graziano suggests that staffing lead the conversation
away from “Super Resume” to “Super Candidate” by finding greater
alignment in values and capabilities than single skills.
3)
There is no substitute for persistence and hard work, especially with
your most creative employees. Open your business to their suggestions.
Experiment. Be aggressive. Learn and change.
Great
practitioners of staffing recognize a tectonic shift brought by such a
brutal recession. Companies big and small will have to do more with
less. Even as business picks up, the opportunity to lead change — for
your clients and your business — is too exciting to miss.
By Doug Hardy: Monster Staff Writer