It might surprise you to know that in my first leadership role, I had no idea what I was doing.
Like many subject-matter experts (SMEs) promoted to leadership, I was thrown into a people management position without guidance. If you’re in a similar spot—whether new to leadership or a seasoned manager—this is for you. Let’s kick off some important conversations about developing your TA team.
Last week, we talked about career conversations for individuals looking to develop themselves. I want to highlight that this applies just as much to leaders. These conversations give insight into how to best support your team. Here’s a golden rule to remember: career conversations happen less frequently and focus on long-term goals, while development conversations should be a regular part of your management routine. They’re critical for helping team members build the skills necessary for their current roles.
Interestingly, sometimes it’s about focusing on what your team might need, even if they don’t ask for it. For instance, I’ve never had anyone tell me, “Jamie, I want to drive a data-driven culture in our organisation!”. That’s why as leaders, we need to actively steer conversations towards what the team doesn’t say.
Helping your team understand their craft includes teaching them to interpret recruiting data. Understanding the “why” behind metrics such as offer/acceptance rate, cost-per-hire, and sourcing channel effectiveness is crucial. This knowledge empowers them to measure ROI and speak confidently about the value TA brings to the business.
Earlier in my career, I wasn’t delegating as much as I could have. I’ve since realised that delegation, when done right, builds confidence in your team members. It gives them more responsibility and helps them grow into future leaders. As a leader, it also frees up time for you to focus on high-impact work.
When delegating, look for people with the right mix of willingness, capacity, and potential. This ensures they can take ownership, while you as a leader focus on the strategic direction of your team.
Another great strategy for building confidence and skills in established TA teams is getting them involved in cross-functional projects. Whether it’s DEIB, EVP, or organisational projects, cross-functional work increases their visibility, enhances communication skills, and gives them exposure to new ways of working. Refer to last week’s article for more ideas on projects.
While technical skills and industry knowledge are essential in TA, soft skills are equally important. Strong communication and negotiation skills are critical—not just for candidates but in interactions with hiring managers as well. A must-read on negotiation is Chris Voss’s “Never Split the Difference.” As a former hostage negotiator, Voss offers insights that can really make you reflect on how we approach difficult conversations in the workplace.
These are just a few ways you can develop your TA team, ensuring they grow in both confidence and competence. Leadership in TA isn’t just about hitting KPIs; it’s about building a high-performing team that can navigate challenges and grow together.
What strategies have you used to develop your team?
Give your team a chance to soak up the ATC2024 Expo and hopefully, they’ll come back to you with ideas. The tickets are $35+ GST and sessions are Monday PM and Tuesday AM. As a bonus, your team members who attend will get a chance to enter all the competitions and get the goodies – so it’s definitely a perk all round.
Leadership is a different game. Have a read of what Rebecca Houghton told ATC about her experience in making the jump to talent leadership.
LinkedIn Learning: Check out “Recruiting Foundations” and “How to Measure Effectiveness of Talent Acquisition.”
Again, there’s a few to share. Find what works for you.The easiest way to find these resources is to google them!
