This first appeared as a five-series post. Because of its popularity, this is just it centralized into one place.

The Post That Started It All

There isn’t one right way to do Recruiting Ops, but there are multiple ways to do it wrong.

The key thing is that there are 4 critical pillars to it (data/analytics, programs, operations/systems, and strategy). If you over/under-index one, you will run into issues.

If you focus too heavily on data and you’ll actually miss essential information that will help you fix process. Focus too hard on process, and your operations will become too unruly. Focus too hard on Ops or Strat… well you get the point.

RecOps is about creating a balanced ecosystem, and the best leaders are master tinkerers.

For companies #interviewing for RecOps positions, remember to look for more than just one pillar because to fix that pillar, you will need someone who understands how to make adjustments in the others. For those growing in the space, take every opportunity to learn as much as possible in other spaces.

Data

Positives:

➕ You will help TA be considered a strategic partner because your data will take the guesswork out of projections and show the individual impact of a fully staffed TA team

➕ Your dashboards will be phenomenal and add insight over just numbers

➕ You'll be able to impart data literacy and technical knowledge (teaching others advanced Excel/Sheets formulas or the basics for a business intelligence tool like Tableau, PowerBI, Looker)

Impacts on the Other Pillars

➖ Programs: Relying too heavily on data can stifle innovation and creativity in your program design. You may be less likely to take risks or try new approaches if the data does not support them, even if they may ultimately be successful. All programs aren't plug-and-play, so what might have worked for one company you are at, may be entirely different for the next

➖ Operations: People aren't going to follow process, if it is pedantic, too many clicks, or isn't in touch with their every day. Because of that, you'll have bad data going in and bad data coming out. You can show up with the data but will need just as much empathy to meet people where they are to craft an operationally sound solution

➖ Strategy: Data helps tell a story however if you can't properly convey that story to your leadership team then the data can't truly be converted into a strategy. There is a difference between building data and being able to explain it

Programs

Positives

➕ To be efficient, you need structure and organization. Because of how programs are viewed (e.g. specific cycles, measurables, etc), you will likely be very strong at fitting everything into specific boxes and ensuring they are running efficiently

➕ Well-designed talent acquisition programs, particularly those focused on diversity, equity, inclusion, and belonging (DEIB), internal mobility, employee referrals, and university partnerships, can significantly impact an organization's composition and retention rates, recruitment timelines, and employer brand. As a result, these programs can demonstrate the value of talent acquisition and recruitment operations (RecOps) beyond their typical scope

➕ You likely will have a lot of cross-functional stakeholders. This means important information will come your way and you'll be able to build solutions into your programs and your entire RecOps function

Impacts on Other Pillars

➖ Data: People like to know the impact of a program (e.g. cost, conversion rates). Focus too much on the experiential aspect of a program and you might overlook the needed data to make it last another season

➖ Operations: Programs are fun, but you will run into issues if you don't have enough people to execute properly or people don't see the vision. Programs can be great for allowing your team to grow (or jumping in if you are looking for career growth), but you can also run into issues without the proper coaching or the right systems in place. Programs, unless properly documented, also run into issues if you have delegated and people leave

➖ Strategy: If you aren't able to tie in why this program fits into the overall TA or Company strategy or assume that everyone understands the importance, don't be surprised if you are asked to shutter it or pull back on promoting it

Operations

Positives

➕ Sweating the details. Process, candidate experience, tech stack, compliance, coordination, employer branding. This is where the whole deep, interconnected switchboard of the TA team is, and you love to know everything going on

➕ Technical knowledge. Because you are likely responsible for owning the tools and monitoring the budget, you get to learn the ins and outs of products and meet interesting people on the way

➕ Involvement. Because of the sheer amount of information it takes to run operations effectively, you get invited to almost everything. Seeing the entire board and long-term plays is exciting

Impacts on Other Pillars

➖ Data: When everything is on fire 🔥 or needs to be solved immediately, the last thing you are thinking about is data. Unfortunately, this comes back in a mean way months down the line because you cannot report on the changes. You can always remind people about what happened then, but the data can tell a different story. Ops is most undoubtedly measurable (and if you need starting point, check out how GitLab does it: https://bit.ly/3IR0CVe)

➖ Programs: Depending on how you entered the RecOps game, programs may or may not be your top priority since the initial excitement might have worn off once they've been kicked off. Forgetting or not enforcing programs can lead to rushing at the last minute and fixing things with duct tape instead of operationally sound solutions

➖ Strategy: The Ops piece is tactical, but being able to speak to how it fits into the overall TA plans is strategic. You have to be able to translate Ops at a high level because if you dive too hard into the weeds, you will lose everyone. Especially coming from an RC or Program Manager background, Ops might have gotten you the promo, but once you lead the RecOps team, the strategy keeps your seat at the table

Strategy

Positives

➕ RecOps is about building an interconnected Recruiting ecosystem. Part of building requires a keen eye for what is needed now and in the future. By having a keen understanding of the overall recruiting team goals and philosophy, your RecOps team can make precise and impactful moves

➕ Individual and team growth planning will always be at the forefront. If you need to pivot or you need to redeploy members of your team, people will feel ready to help because they have the right skills

➕ We heard you liked contingencies for your contingencies, so we gave you more contingencies (yes, that is a reference 🚗 ). With a focus on what is coming next, the ability to deftly pivot demonstrates just how adaptable and flexible a RecOps team can be at solving problems

Impacts on Other Pillars

➖ Data: Data Literacy is essential to discuss metrics and performance at a strategic level. However, it is equally important to understand where the data comes from, how to get it, and how to build dashboards/models. While you might be able to delegate some of that to a team member or tool (like TalentWall™ by Crosschq, eqtble 📊, or Ashby), if you don't understand the nitty gritty, you won't be able to fact-check or tell a great data story properly

➖ Programs & Operations: Thinking too heavily about the strategic outcomes for your programs and operations can inhibit you and your team's ability to execute and run efficiently. Lack of a clear explanation for delaying a specific program/initiative or discontinuing a tool that doesn't align with the overall TA strategy to your direct reports risks them overthinking or becoming paranoid about possible changes.