Britain’s Got Talent-Manager

July 7, 2016 Geoffroy De Lestrange


The Greek philosopher Heraclitus once said: “There is nothing more constant than change”. This warning applies to every aspect of our lives – even the workplace. Let us remind ourselves how the classical work relationship began back in primeval times. In Heraclitus’ time, in Antiquity, there were still slaves and their masters, who had unconditional power over their subordinates. Over the centuries the nobility and the bourgeoisie quickly transitioned to the more profitable feudal system. Now they kept serfs and knights, whom they gave a piece of land to plough and paid them for this work. Admittedly, under miserable conditions. Through industrialisation the working class finally established itself. The proletariat and the first trade unions were formed. The result: fair wages, labour standards and social security. History clearly shows us that the turbulence of time is on the side of the employees and employers are losing more and more of their power. Never have employees had as much freedom and rights as they do today. In the 21st century it is the candidates who set the tone.


Recruiters are bridges between candidates and companies


Not only demographic change, but also their environment has made the latest generation more sensitive and sceptical of potential employers. Early retirement, temporary work or mass redundancies –these candidates’ parents have often gone through it. Consequently, identification with companies is low, the demands on the other hand are higher. That’s why it is important for every company to not only get these young climbers enthusiastic about their business goals but also to retain them long-term. This responsibility of setting expectations from the outset lies with the recruiters as they become the bridge between candidates and companies. Recruiters nowadays fulfil many roles, and are marketers, sales people, project managers and ambassadors of equality.


  • Marketers because today jobs need to be pro-actively advertised and the relationship with candidates needs to be built up and managed over different channels (social networks, job portals etc.) Every advertised job is regarded as a package to be marketed
  • Sales people because HR is becoming more and more promotional and candidates must be seen as customers. Recruiters must align their measures with the demands of their customers. Every advertised job is also a product that must be promoted
  • Project managers because new employees first need to be integrated and then further developed. This requires active and targeted management of the candidate's expectations. Recruiters perform this on boarding process as well as being brand ambassadors between applicants and the company
  • Ambassadors of equality because they must recognise the potential of underestimated and often overlooked applicants. The recruiter additionally ensures that the company’s sustainability principle is not only asserted but also experienced


Many processes – many possibilities


But, why only look far afield? Good recruiters also recognise the opportunities for internal candidates, as the junior staff from your own business need to be promoted so they stay at the company. The key word in this case is employer branding. The development and care of a strong company brand attracts both candidates and colleagues like a magnet. In the battle for the best candidates, experienced recruiters should not disregard staff engagement, as their own employees are touchpoints with the company’s brand and can be used as positive ambassadors.


This can happen through classic word of mouth and recommendations, but social networks in particular open up completely new horizons. The king of disciplines for successful recruiting is predictive hiring. These predictions are not about looking into a crystal ball or voodoo magic, but process analysis which provides forecasts for where employees will develop in the future. The end goal should not only be employing the right candidate but also the reduction of departures, more internal mobility and a precise succession plan. The latest IDC study Cornerstone OnDemand found a need for the area of digitisation to catch up.  If you pick up Heraclitus’ parable again, recruiting and the fight for the best employees is no longer on a desk with pen and ink but fought out virtually and digitally. This fight will not take place in an intergalactic future but is already happening here and now in the 21st century. Many recruiters have already noticed, but the IDC study shows, that conservative management often thwarts the implementation of a digital company strategy. Each company must decide for themselves in the end whether they want to be on the right side of history.


For more information please find the link for the full Future People UK report


About the Author

Geoffroy De Lestrange

Product Marketing & Communication Director EMEA at Cornerstone OnDemand

Follow on Twitter Follow on Linkedin More Content by Geoffroy De Lestrange
Previous Article

Next Article
Digital Impact on talent development strategies
Digital Impact on talent development strategies

Today more than ever, companies’ competitiveness is based on the ability to internally develop new skills a...