Blog Post

Les 5 profils du recruteur 3.0

Geoffroy de Lestrange

Southern Europe Marketing Manager, Cornerstone

Le marché du travail se fracture, se diversifie et le rapport de force entre recruteur et candidat n’est plus le même. Ce qui fonctionnait à merveille autrefois peut soudainement devenir obsolète. D’autant plus que, depuis la crise sanitaire où la distanciation sociale a accéléré, le tout digital est devenu une nécessité.

Dans cette conjecture évolutive, les Ressources Humaines doivent apprendre à se réinventer et à trouver de nouveaux modèles d’inspiration en vue d’élaborer une approche du recrutement 3.0 plus agile et plus dynamique. L’objectif est le même, conserver, attirer et conserver les talents de demain.

Voici les 5 nouveaux rôles clés du responsable RH identifiés par Cornerstone OnDemand pour donner une cure de jouvence au métier.

Le chasseur

Il ne suffit plus d’envoyer une annonce sur LinkedIn ou sur les sites d’emploi pour trouver le candidat idéal. Il faut « chasser » les talents, mettre tout en œuvre pour se constituer un vivier de talents actif et l’animer.

Alors, comment procède le chasseur ? Tout d’abord, il identifie sa cible. En tant que recruteur, il faut donc adapter sa méthode pour aller chercher les meilleurs talents où ils se trouvent. Les recruteurs peuvent aller chercher plus loin, sur d’autres terrains de chasse, notamment par l’intermédiaire des collaborateurs. Aujourd’hui, il est essentiel de pouvoir atteindre son audience à savoir les talents que l’on cible et sur tous métiers.

Et enfin, il ne faut pas oublier que les candidats aussi sont aussi à l’affût des meilleures opportunités. C’est pourquoi, l’entreprise doit être la plus attractive possible grâce à une stratégie de contenus afin de capter l’attention de ses futures recrues. Attention à rester fidèle avec l’image interne de l’entreprise.

L’agriculteur

Pour les recruteurs, cela signifie utiliser le plus efficacement possible les relations publiques, la stratégie de marque, les réseaux sociaux, le bouche-à-oreille pour à la fois capter de nouveaux profils mais aussi pour engager les collaborateurs. Ils deviennent alors les ambassadeurs de marque et contribuent à faire germer l’idée que votre entreprise est le terrain idéal pour grandir professionnellement.

Du côté des collaborateurs, l’une des priorités doit être de les chouchouter. Replanter des arbustes qui sont déjà sur vos terres est parfois plus rentable et plus efficace que d’aller faire des semis sur de nouveaux territoires. Cela booste également le moral et l’engagement des collaborateurs lorsqu’ils sont valorisés en interne.

Pour ce qui est du recrutement de nouveaux talents – l’entretien et le processus d’intégration – est absolument cruciale. Ainsi, si l’entretien et/ou l’intégration ne sont pas adaptés ou présentent des difficultés, ces collaborateurs prendront une autre direction. Selon une étude récente, 41 % des personnes interrogées ont indiqué avoir quitté un poste dans les six premiers mois, dont 15 % parce qu’elles ne se sont pas senties bien accueillies. Il faut proposer une expérience candidat de qualité.

L’inventeur

La créativité a du bon, particulièrement lorsqu’il s’agit de trouver de nouvelles recrues éloignées des standards habituels. En tant que recruteur, s’inspirer de cette logique apporte à l’entreprise les esprits créatifs qui remettront en cause les conventions et favoriseront le changement. En effet, quand on associe différentes perspectives, caractéristiques, opinions et expériences, on obtient de nouvelles idées, davantage d’innovation et une plus grande créativité.

L’étude IDC réalisée par Cornerstone montre d’ailleurs que les entreprises les plus novatrices ont souvent les politiques de recrutement les plus éclairées. Pour elles, la capacité à « penser en diagonale » est le critère le plus important et ces entreprises font davantage jouer la diversité que la moyenne des entreprises européennes.

L’ingénieur

Gérer les talents et les collaborateurs impliquent de plus en plus l’utilisation de la technologie. En particulier pour les grandes entreprises ou en pleine croissance et où les processus vont se complexifier et de nouvelles fonctions vont apparaître : traitement des contacts, réseaux sociaux ou encore analyse de données.

L’automatisation des tâches simples, à faible valeur ajoutée, est de plus en plus courante grâce à l’utilisation de l’Intelligence Artificielle. Elle permet de dégager du temps pour des tâches essentielles nécessitant des compétences comportementales. Au-delà de celles-ci, s’ajoutent les compétences jusqu’à présent réservées à des services tels que l’informatique – qui couplées au recrutement permet l’élaboration d’algorithmes et critères de recherche pertinents pour trouver les meilleurs candidats.

L’artiste

Chaque entreprise, peu importe sa taille a besoin d’une vision pour avancer – et cela ne peut venir que d’en haut. Le gérant ou fondateur doit jouer le rôle de l’artiste qui peint le portrait de l’entreprise, ce qu’elle fait, ses valeurs et sa direction.

Parce qu’aujourd’hui les candidats ne s’intéressent pas seulement à l’intitulé du poste et à la rémunération. Ils veulent connaitre l’entreprise et quelles sont ses valeurs. Si cette culture d’entreprise sonne faux ou ne transparaît pas dans son ADN, les nouvelles recrues s’en apercevront rapidement et chercheront un poste dans une entreprise fidèle à leurs idéaux.

En tant que professionnel des ressources humaines cette vision de l’artiste est un outil essentiel qui permettra de vendre l’entreprise à des candidats potentiels et aux collaborateurs. Si elle est claire, attractive et cohérente, elle motivera, enthousiasmera et suscitera l’engagement de tous vers un objectif commun.

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15 Tried and Tested Competency-based Interview Questions

Article

15 Tried and Tested Competency-based Interview Questions

Creating a meaningful competency framework or model is about identifying the key abilities required to improve performance and achieve success. It's why competency management touches many different talent management processes, including talent acquisition. And when it comes to assessing whether a job candidate has the competencies that align with your organization's needs, competency-based interview questions can really help. For example, if your company's life blood is its focus on customer support, then you better make sure that the candidates you are assessing possess the kind of skills required to deliver outstanding customer service and support. The same principle applies for other competencies that might be core to your company's success such as innovation, collaboration, or adaptability. 15 Real-World Examples of Competency-Based Interview Questions We recently asked our customers to share some examples of competency-based interview questions that they've used to predict the future performance of a candidate. Here are 15 questions they shared with us. Customer Orientation What was your most challenging customer service moment, and how did you make the customer satisfied that they'd been heard? Please share an example of when you went above and beyond for a customer. Initiating Action Talk to me about a time when you initiated a people process or program that was successful in your organization. Why did you believe your organization needed the program and what steps did you take to initiate and develop the program? Continuous Learning Tell me about a time you created an error. Tell me what you learned. What was your last work related mistake? What did you do after the mistake? What could have been done to prevent the mistake? What did you put in place, if anything, to avoid making that mistake again? Have you ever championed a process or a program that failed to take hold in the organization? What steps did you take, and how would you change your approach the next time so that your organization would integrate the initiative? Adaptability Tell me about a time when you were faced with a challenge and you were unable to meet the deliverable. Tell me about a time when you were working on a project and things did not go as planned. How did you complete that project? What have you done when you have run into significant obstacles or barriers that were blocking you from what you were trying to accomplish? Give a specific example that captures your approach. Collaborating and Valuing Difference Please describe the most recent thing you have done at work that demonstrated your willingness to work with others. In order to create a spirit of teamwork and unity, how do you show appreciation for diverse backgrounds and talents of others? Tell me about a time when working as part of a team seemed like a challenge and how you overcame the obstacles. Stress Tolerance Describe a project that had a lot of moving parts and how you handled it. What was the most difficult day EVER on the job (can be any job you've had), why was it the most difficult day and how did you handle it? Operational Decision-Making Tell me about a time when you did not have all of the information you needed to complete an assignment or project. How did you proceed? A big thank you to our customers who are always so generous with their experience and expertise. In particular, to the following customers whose questions were used in this article: Aircastle Advisor Bank of Queensland Builders Mutual Insurance Company CGB Enterprises ECI H.O. Penn Machinery Co. Kershaw Health, Killian Construction Co. Mag Pellet Richland County Public Library SGT Inc. Solix Inc. Southern Careers Institute Southern Management Corporation Swope Health Services

PROFILE OF THE MONTH: Andrea Sennett

Blog Post

PROFILE OF THE MONTH: Andrea Sennett

It is becoming a great tradition to tell the stories of some of our amazing team members in the blogs under the umbrella “Profile of the month”. We kicked off with Sarah Spence, sharing with you all her incredible successes within the business. After that we had Gary Evans who spoke up about gender balance and how he manages modern challenges as a team manager. And now, I am delighted to introduce you to Andrea Sennett, Senior Content Partner Manager, EMEA, who has been part of the Cornerstone family since 2013. Hope you enjoy this conversation between Andrea and myself. I’m responsible for… acquiring new partners in the content ecosystem and ongoing management of our Content ecosystem in EMEA. I got here… thanks to Gary Evans! He used to be my client in the olden days when I was at Thomson NETg and he was at Direct Line (20 years ago!). He pinged me an email on LinkedIn pretty much 7 years ago and you know the rest! My typical day… it’s so diverse. I can be talking to potential new partners, handling pricing negotiations with our partner network, speaking to internal teams about what we offer, working with Content Operations’ to get partners ready for sale or presenting to clients! Not one day is the same as the next and that’s what I love about it! My most memorable moment… shaking Princess Diana’s hand as she opened a hospice when I was 11 years old and went to see her with school. Closely followed by sitting less than 5 meters way from Bill Clinton at a charitable dinner. The worst and best part of the job… honestly, I adore my role here. As naff as it sounds… I am going to say the worst part is having to use Salesforce! Clearly the best part to me are the people. Pretty much everyone I work with internally and externally are simply awesome. My funniest/worst and best trait… my dislike of bad manners 😊 and I am not afraid to tell someone when they have been rude! My best trait is tenacity and willing to have a voice. Watching Adam Grant I realised why I am so very often underestimated… I am a ‘Disagreeable Giver’ and proud to be one! How come you’re so good at giving presentations? I know what I don’t want to listen to, and I try not to put others through it!! People buy from people and even though I am not in direct sales that fact has always stuck in my mind. I work to understand my audience and aspire to never read a deck, only have it as a background filler! I like to tell a story. Why do you think W@C is an important network? I was told early in my career: “You need to realise life isn’t fair”… My response, “It doesn’t mean I can’t aspire for fairness!”. At the time, that moment taught me that speaking out like that was actually a career limiting move for me! Fairness in my mind comes from the heart of everything in life, not just being female. To have a network like W@C that I can be part of to channel that voice and progression towards fairness gives us a collective voice and helps us to be heard. If you want to join the Cornerstone family, check out our careers page and apply for your dream job today!

2019 Nucleus Research talent management value matrix

Research

2019 Nucleus Research talent management value matrix

As organization's look for new and better ways to engage their employees, foster cultures of continuous learning and development, and build agile workforces of the future - technology certainly plays a big role. But evaluating talent management technology providers can be challenging. Who will deliver the most value for your investment? Cornerstone named a talent management technology "leader" In the 2019 Value Matrix, Nucleus has assessed select talent management vendors based on their product usability and functionality as well as the value that customers realize from the capabilities of the product. "Cornerstone OnDemand continues to be a “one stop shop” application for all facets of talent management." Investments in machine learning and predictive analytics have contributed to Cornerstone's leadership position in the 2019 Value Matrix. The use of machine learning allows the Cornerstone clients to regularly analyze employee information and learning activity so that they can deliver relevant content aligned to personalized learning journeys based on platform recommendations. You can that see Saba Software, who Cornerstone acquired in April of 2020, is also placed in the “Leader” quadrant, further solidifying our place as an industry leader and value-packed solution provider. Download the report and see why Cornerstone was cited as the top leader for both usability and functionality in the 2019 Talent Management Technology Value Matrix!

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