As we start the second half of 2009, the economy continues to deliver uncertainty for most individuals and organizations.

How do you prepare for unchartered times? How can you predict the future? How do you plan for the future?

As I talk to recruitment leaders across the country, no one seems to have a crystal ball filled with answers to these questions. But most agree now, more than ever, we need to be strategically connected with line of business executives to keep a pulse on the business climate and how it will impact staffing.

When hiring volumes are down, or more specifically, when managers do not have current requisitions to fill, the interaction with the recruitment organization typically becomes less frequent.

"Why should we meet if I don't have any hiring needs?" might be the sentiment of a hiring manager that does not have a strategic focus on staffing.

In these times, it is critical that we stay connected with our customers and strategically manage the staffing process including:

• Keeping abreast of the constant changes to the organization and how it impacts staffing.
• Keep hiring managers focused on future needs, succession planning opportunities, etc.
• Taking advantage of the hiring "slowdown" to refine/improve process, assessment tools, etc. for upcoming hiring needs (hiring will pick up again!).

Are you currently engaging in these activities with your customers? Do you have a "seat at the table" developing recruitment strategy for today and the future?

In a recent blog post, I shared some tactics Scott Clatur, Manager of Talent Selection at Henry Ford Health Systems, was using to engage hiring managers on a more strategic level.

Working with our clients, we have developed a self-assessment survey that can indicate recruiters' competencies/skills in this area.

I thought I might share it as a tool to use with you and/or your team members.