Nothing wrong with the Basics

You just need to do it. Nike has a point!

Switch off your tweetdeck, log out of facebook, put those Recruiting blinkers on and just go for it. In football parlance... get your head down, put your bum up and just do.

Read the cv's, get on the phone, organise interviews, meet people, get activity happening. Do the reference checks, get the appropriate sign off, give the offer, close the deal! Shhhhh don't tell anyone, but that's your job Mr Recruiter.

Social Media, blogging, twitter, facebook, linkedIn, unless you are actively hiring people from here, be careful as to where you are spending your time. Do the things which have made you successful, and get things done. Yeah it's cool to play with all these other toys, to feel like you are cutting edge, just remember what you are paid to do.

I've potentially been guilty of this in the past, however I just need to remember the fun bit of thia job... the signing, the hiring. Let's get back to the basics and make things happen

Being a General in the War for Talent during an Armistice

During the last few months I have been thinking, studying and reviewing the role of Internal Recruitment within my organisation. It has been a really interesting, revealing and introspective journey. Especially with focus sharpening in the areas of the business which are not what some people would consider as core.

Was I over complicating things? We have our systems, our processes, our metrics. We achieve the corporate goals, the company is making money..... don't look too hard huh?

So with the aim of simplication, how do I describe my role? My teams function in our organisation? Once upon a time I wrote that I wanted to be a General in the War for Talent... but what good is a General in a detente, or armistice? We are Ambassadors to the outside world for the organisation, we are the Custodians of the culture. Which is more important or significant? We drive and maintain the culture of the company. Is there anything more important than the culture of your organisation? What is the affect of hiring people who just don't culturally fit in, as opposed to those without maybe the specific technical abilities, but a cultural DNA matches? I know which one I'd prefer to have. I know which one my organisation would prefer to have.

When hiring for my team I have to ensure that people embody the culture, not people who can articulate it, people who can live it, breathe it, prove it, be it... in other words not just talk the talk... the WALK is essential. People, perspective employees can spot insincerity. Imagine having a company "sold" to you, with the virtues of fun, dynamic, innovative, enthusiastic people by a person, who won't look you in the eye, only read off a script, not engage you and cannot crack a smile to break the ice... hmmmm genuine culture or facade? or even worse think it is their job in an interview to grill or intimidate candidates?

If as an organisation, we can define our culture, live it and believe in it. If it has become a genuine competitive advantage to the organisation, what could be a more important role in the company? Those who are entrusted with the Custodianship of the culture, what could be more CORE business than that?

KISS (keep it simple stupid) principle, pays off once more... Thank you Mr Kiss :)