Sandeep Singh

The question to ask yourself is whether you want to be in the same role but a different industry or a different role in a new industry altogether. If its the former, capitalise on your functional expertise and build knowledge about the new industry. If later, then focus on your competencies and transferrable skills that can help you be successful in the new role and the employer fulfil the purpose of the role, build understanding about the new industry through research and networking. Demonstrating learning agility and ability to be a demand fit should set you up for the transition.

You may not have an example of a STAR situation always…. The response depends on your career level! If you are experienced, think of situations that had maximum impact on the business goal. If you are not so experienced, think of examples/situations that had most impact, either on the outcome of task OR impact on your personal learning and way forward!!! Equally strong example of behaviour!!

No one talks here about giving them skills to succeed in their recruiting careers!!! What most organisations fail to do is invest $s and time equipping their TA teams to be relevant for current times… and future! Whats critically essential is to equip them with latest in Sourcing techniques…. beyond job boards and LI, in some cases Github/slideshare etc etc…. A lot of them know these platforms but not how to build effectively search stings using basic boolean!! 🙄 Start there and build up to helping them master Recruiting. One of the key retention strategies is to provide learning opportunities and if you help them acquire skills to be successful and invest in helping them master one step at a time, they stay for meaningful learning!

With an increasing emphasis on skill based hiring, the sourcing strategy should also focus on transferrable skills that align, not just with current but also future talent needs of the organisation. Identifying adjacent skills/roles/profiles early in the process should be a part of that strategy.

A key aspect is also to link employee performance and goals to organisation goals to ensure alignment on outcomes and performance benchmarks worthy of recognition!

I second this approach. This not only makes the feedback more acceptable but any guidance on how to get better is highly appreciated.