OCTOBER 2024CONSTRUCTIONBUSINESSREVIEW.COM8IN MYOPINIONBEING AUTHENTIC VS BEING DRIVENBY METRICSBy Bill Moran, Talent Acquisition Manager, Kitchell CEMTalent Acquisitions are ever-evolving as tech-nology becomes more intertwined, but my desk cannot be fully auto-mated. Advancements in technology help expedite communi-cation and create more precise searches, but it only gets individuals in front of me. I still need to be authentic and reach out and engage one-on-one. I am a subject matter expert in the hiring process. I only play an industry professional on the phone. Through relationship building and open-ended questions I uncover individual's strengths. Quantitative analysis only gets me so far, I must also rely on my instincts when promoting someone to be considered for hire. The act of writing a resume is a separate skill other than what any individual is trying to be hired to do, and yet the resume is the vehicle being used to make a first impression and get a foot in the door. Humble people make good employees, but humble resumes don't get interviews. My challenge is to embrace this irony and look beyond the written word of a modestly written resume and to see through the mask of the inflated ones. This is achieved through verbal conversation and authentic engagement.I sit at a computer all day and leverage algorithms to find prospective candidates. These are productive tools that help me find a targeted audience, but when it is time to engage an individual personally, I need to be authentic. I have an objective job but use subjective tools. Daily I am bombarded with system generated emails. Often repeatedly from the same people. I am a number in a database and a prospect. This kind of outreach is a nuisance and self-ostracizing. But every now and then, when a one-off composed message is presented to me specifically and individually; it will earn my attention and get a response. It breaks through because it is authentic. Its obvious. A sense of urgency is not the equivalent of being in a hurry. Recruiters present to operations individuals who are qualified, hiring managers must determine from the qualified applicant pool who is the most competitive. This is more than a simple objective decision. It requires instincts, the judge of character, and the ability to interview.A review of a career's worth of work and achieved analytics does not see the life lessons taught by failure and the Bill MoranMeasuring the production of a recruiter desk on a day-to-day basis is difficult. Results and activity are not the same thing
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