Talent Acquisition & HR Solutions
Dustin Wilshire from Nike talks about being a TA consultant part 1
After watching part 1 below check out part 2 of our interview with Dustin here. Full Transcript Joe: We got a bunch of stuff to talk about today. I'm really excited for today's interview. Why don't I jump right in. I got a nice list of notes here. So I'm not sure if the audience is familiar with Seth Godin. Seth Godin is one of my favorite authors, marketers, entrepreneurs, and he talks a lot about how we are at the end of the industrial economy and we moved into the beginning of the connection economy and he defines the connection economy as being all about value and building bridges and creating stuff that matters, right? And so when I think about this same concept, this, you know, this concept of the connection economy, when, you know, applying it to talent acquisition, I think a lot of times TA professionals, you know, are miss- categorized as "yes-men" and, you know, it happens, right? You take orders from the hiring managers or whomever else that you know you're working with. Dustin, can you kind of talk about how you believe, whether that perception is right or wrong, how talent acquisition professionals can move from that industrial economy to that connection economy and then really show how they're providing value? Dustin: Yeah, you know, this is a topic that I am quite passionate about after having done this for quite some time. And it's interesting because if you look at, at least when I got my start, you know, a little bit ago in the agency world, we were really taught, you know, run through whatever door and whatever wall imaginable in order to satisfy the needs of your clients. In the agency world it's kinda give me a shot, give me your toughest requirement that you have out there, and people refer to that as purple unicorn, whatever may be, right? And it's yes, yes, yes, give me, give me, I will do whatever it takes, you know, in order to achieve. If you look at that mentality kinda on the corporate side, it's often "I need more candidates, I need more candidates" not good fit, gut feeling, don't really like what I'm seeing, i need more candidates and you just churn, and churn, and churn and go and go and go. But I think because recruiters are often taught to satisfy the customer, satisfy the client, you know, that service mentality we just say yes, yes, yes, I can get you more, I can do more, I really want to do a good job, yes, yes, and you keep going down that path. And I found often where that leads you is stress, burnout, not necessarily, you know, in a good place. And a lot of recruiters leave our profession because of that. And you know, on the flip side I would say you take the time in order to become more of an advisor or more of a consultant to lead that process which kind of gets you out of that of that burn. Joe: Right, yeah, I know, that makes sense. You know I think it's like, you know, you have this mentality where you do want to please the customer, you know the customer being, you know, the organization or the division or the hiring manager, but ultimately pleasing the customer may be done actually by helping them to do their jobs better, right? Like it, so it's like thinking a little bit beyond the needs of like right now and thinking about the future and helping them to show value to the rest of the organization. Dustin: Yea, and that's kinda where you go when you make the decision to switch to becoming a talent acquisition consultant or an advisor or whatever kind of bird you want to use and it's exactly what you said it's not thinking in the short term but it's thinking in the long term. How can I run a process, how can I gain a seat at the table through performance that ultimately will allow a better experience for both candidate and for both hiring manager. And often times that doesn't come in the form of saying yes, yes, yes all the time, you know, some of the training that I've been through in . my past, some things that I'm working on now really, you know, lead you to create. "Expert lead process" keeps coming to mind. It's really you are the advisor, you're the consultant that takes them from step 1 all the way to the end of that process. And you can break that down in a lot of different ways. Ultimately I think it keeps the candidate experience in mind and then quickly jumps back into the hiring manager, you know, experience or whatever. But I think that it's driving, it's leveraging, it's teaching others how to be successful because you are that expert and you can kind of guide them, you know, through that. And that can be done in a lot of different ways, I think.
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