Is your team stretched too thin? What can TA Leaders do.
Simple steps on how great leaders avoid getting caught up in a web of multiple things
A jack of all trades is a master of none, but oftentimes better than a master of one. Being caught up in work several times, we might often console ourselves knowing the fact that we have not limited ourselves to just one skill, rather we are at a point where we can utilize our skills, juggle them together and produce and output that is far better than otherwise.
As the workload in the workplace increases, especially today when most of the business executives and clients will agree that now expectations from employees are a lot higher, in terms of both, quality and quantity, any employee who knows how to handle his things on his own, without being dependent on somebody else to get him through the job, will obviously yield better and faster results.
This increased pressure and demand is our opportunity to grow as TA’s, why?
- We have a chance to educate and influence the business to try their hand and new things
- We have the golden opportunity of widening the aperture and capturing what earlier seemed far from reach
- We can change and create a stronger culture of recruiting
- We can make out time for trainings and discussions that we have been pushing and raise the bar high for hiring in the organization.
So, what is it that you can do as TA leaders when the pressure is too high?
You can communicate openly with the team about the challenges. Your team needs to feel as an integral part of the team. Make sure they get enough reminders for the same.
Learn to deprioritize. In today’s time when everything needs to be done in a short period of time, learn to put things in the second place. All requirements you get will mostly be marked as a priority. The key to handle those requirements and deliver with excellence is to deprioritize your priorities. How to decide which listings you can put in the second place. Instead of asking whether the position is a priority or not, ask questions like “what will be the impact on your business, your customers, your production day, your resume targets, your ability to scale ahead of the next round of funding, etc., if the requirement is not closed before the end-date.” Once you have the clarity on that, it is time for you to align the limited recruiter capacity, both vertically (within the business unit r region/department) and horizontally (across business units or departments) to the highest business priority.
Work on full talent advisor experience. Your employees may feel overburdened with the decision to prioritize the task. As a leader, they will look up to you to help plan for the completion of all the opening. With the right amount of planning, sourcing, screening, interviewing, selection, offer and closing support, they will be able to perform better and not feel left out to bear the burden of the closings.
TA having trusted partners who will come in and do work that either frees up the limited TA headcount to focus on high-value work or help by delivering results directly for the business. The key handling and managing the pressure, with clients and internally, is to have relationships with partners you trust.