Amplify Digest: Hybrid Equality (January 26, 2022)

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Welcome to the Amplify Digest. Every week, I break down five articles in five minutes; discussing the top people news, stories and resources that are worth your time. Scroll down for links to the articles covered in the video (and more), a helpful thread from the Amplify Accelerator Community, and curated jobs from the Amplify Job Board.

This week’s digest explores habits to ensure equity in hybrid teams, measuring hybrid culture, Larry Fink’s 2022 Letter to CEOs, and harnessing the collective intellect of community.

Articles discussed in this week's Digest (and more)

NEW: ✨ Amplify Community Wisdom ✨

The Amplify Accelerator Community was specifically designed to help modern people operators expand their networks, thinking, and connections. Each week, I'll spotlight a helpful thread from the community to help Amplify Digest subscribers learn from the discussions.

[Question] Hi everyone - Question for feedback and ideas: Where does the work of Talent Acquisition/Recruiting end and People/HR Operations begin? Currently, our TA handle the entire process through onboarding (sourcing, recruiting, offer, pre-employment processes, and getting to Day 1). My boss is trying to split the process at the point at which the offer is ready to be made and hand that over to our HR/People Operations team to make the offer, coordinate the pre-hire process and onboarding. She believes that TA should only be doing sourcing and recruiting and nothing else. What are your thoughts?

A1: (Former recruiter, now PeopleOps consultant here): Oh, I would not feel comfortable handing a candidate off until after closing an offer (meaning, handoff to HR/PeopleOps at offer acceptance), but I do think HR/PeopleOps should be aware of who is at offer stage and have a say in (or decide) what recruiting can offer.
A2: I agree. I don't mind taking over once the offer has closed, but I don't think HR Ops should be closing an offer for a recruiter.
A3: I've always had recruiting handle offer and sometimes pre onboarding (sending survey for tech equipment, employee details etc). From a candidate experience it is clean to have a natural break from recruiter to people Ops and that break is less clean when the recruiter they've worked with the entire time doesn't facilitate the offer and sometimes less clear depending on your process if they don't follow through with pre-onboarding but that solely depends on what your internal process looks like, size of team, specific resource, and how quick of a turnaround things are. Pre-onboarding can def sit in both spots. From there the pre-onboarding details can go to the recruiter, people Ops and IT where relevant. Once that happens either the recruiter/people Ops coordinator etc. can send first day logistics. People ops was always aware of incoming hires to ensure comp/correct start date (if you do cohorts)/that you have equipment or can receive equipment in that time period etc.
A4: Hi, my thoughts are that it would make for a very odd candidate experience, what happens when there is a competitive situation, is the people ops person who knows nothing of the candidates journey/buying decisions going to navigate tricky situations? How will the recruiters be measured if offers fall off due to someone else handling the “close”? Think of all the wasted recruitment cycles if an offer is fumbled? Do the people ops folks have the competency and desire to do that work?If the TA team is too busy to source and recruit because they’re fielding so many offers, it would appear they’re doing a great job! Agree with others thoughts on post signature hand off to people ops.
A5: Disagree with her - it's easier to close someone with someone they have a relationship with involved. Our TA team still keeps friendships with people even after they have been with the company for a while, but they do the official hand off after someone signs to join.
A6: After someone signs an offer our Recruiter does the background check, and then starts the pre-onboarding process for the new hire. This includes sending an email to them about their first week schedule, who their team members will be, how to get setup with their tech, etc. Our Recruiter also helps us activate with each new hire the portal for their career journey in Asana called an ‘Employee Experience Guide’. Then that’s the end of their support. They do not send the contract, update HRIS, or create the new hire onboarding surveys. This is done by our HR team.
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