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5 Signals That You’re Operating as a Talent Advisor

Source | business.linkedin.com | John Vlastelica

I’ve written a lot about what it means to be a talent advisorhow recruiters can turn their role into one that’s more strategic, and which methods are best to engage and influence hiring managers so that they’re better at their jobs. And through my consulting firm, Recruiting Toolbox, I’ve trained countless recruiters all over the world. 

But now I’d like to touch on the signals that tell you, “Yes, now you’re operating as a true talent advisor.” Here are some examples of those signals, pulled from my real-world discussions with hundreds of hiring managers and talent acquisition leaders who regularly give feedback about corporate recruiter performance.

1. You are trusted for your judgment

  • Talent advisors are asked to interview candidates for key roles. It’s my experience that hiring managers who see their recruiters as talent advisors will say something like this: “I don’t want to make this hiring decision without my recruiter’s input. Please make sure they’re on the interview team.”
  • They’re trusted by hiring managers to move candidates ahead in the process. “Listen,” they’ll say to someone they view as a talent advisor, “if you think they’re a good candidate after your phone screen, just schedule them for an interview with me. I don’t need to review their resume first. I trust that if you say they’re good, I should meet them.”

2. You are in more meetings (aren’t you lucky?)

  • Talent advisors are invited to present more than just req-status updates at department meetings. They’re asked to share overarching talent strategies, diversity wins, training opportunities, and deep dives into metrics. They also facilitate conversations with top leaders who seek more speed, quality, and diversity from their recruiting investments. They regularly get pulled into director-level meetings to copresent at quarterly business reviews. 
  • They’re trusted to bring insights into conversations with HR and the business, and they’re expected to help shape the overall talent strategy. True talent advisors are seen as at least an equal to their HR partner. 
  • If a reorg, acquisition, or big hiring ramp-up is being discussed, they’re part of that discussion. Talent advisors don’t find out after the fact that the hiring targets are going to soar. Instead, they’re pulled in to help build the plan and manage expectations against aggressive or unrealistic timelines.

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