There is a fine line to be drawn between HR and recruiting and quite a bit has been discussed regarding these two. Some have said they should be separated and I think I can understand that. Recruiting can often be part of the brand experience of a company, it can be marketing and it can be sales all in one. Those three things are usually not associated with traditional HR departments. How strange could it be to try to shove recruiting into HR then? HR, the red-headed stepchild of either the Finance or Legal departments in an organization does not fit in with recruiting, the sexy, meaningful realization of marketing and brand awareness at the local level(s). After all, it is one thing to sell a product to a customer, it is quite another to sell a lifestyle, a work environment and a position to a potential employee.
So why do I think HR and recruiting are not only connected at the hip but have an incredibly close relationship in a “global economy”?
Simply stated, it is all part of the employee lifecycle. And managing that throughout with reasonable offers and expectations set in front, training and employee development, and exit planning so that recruiters can be prepared for the next batch of hiring.
When unplanned turnover happens, it is often (but not always) avoidable. And when turnover happens, it is a burden on a recruiter (who may already be sitting on several recs). Wouldn’t you rather have your recruiter working on new and high worth positions rather than scrambling to replace a guy that you could have retained? Whenever someone is recruited that ends up having avoidable job fit issues, wouldn’t you rather that the recruiter be closely aware of the issues and to work with traditional HR to either solve the issue or to move forward with someone else?
The biggest reason is that separating HR and recruiting will lead to mistakes in most organizations. Mistakes that are both burdening on the employee as well as on the company. Not only lost revenue but lost opportunity. And with the success of both HR and recruiting depending so much upon each other, there has to be a strong, departmental team.
The reason I post this now is because it is a conflict I see daily in my current position. And I know that as we get bigger, the problem and balancing only becomes more stated and more complex. And while it will always be a balance, it shouldn’t ever be a conflict. Because what is best for recruiting is best for HR and whatever is best for HR is best for recruiting.