New hires in your company today should be ready to deliver more efficient processes, creative solutions and a quantifiable impact on your business. As part of the hiring team, you’re responsible for bringing in candidates that fit the bill.

But according to CEB, a best practice insight and technology company for corporate performance, the quality of newly-hired employees has actually decreased in businesses, dropping 17 percent since 2009. Along with the hiring manager, it’s likely that your company’s recruiter or recruiting team shares the responsibility of hiring quality employees. In order to hire great employees for your company, you must employ talented recruiters to get those candidates in the door.

In today’s recruiting landscape, companies are seeking to employ talent advisers- the next-generation of recruiters. These folks take recruiting to the next level by becoming more embedded in their company’s strategic business goals, the surrounding business landscape and the local pipeline of job seekers.

Talent Advisers 101

The distinction between talent advisers and recruiters is that talent advisers possess deep business acumen and are skilled in strategic hiring for the team as well as the company. They tend to think more big picture than a recruiter; they strive to solve for the company its current and future needs when hiring, using their highly-developed networks and relationships with company leaders.

This means a talent adviser can not only bring in a great employee for the position that’s open, but also make a hire who will have an impact on the business for years to come.

While there’s a difference between the two, both a talent adviser and a recruiter have some similar skills. For example, both must be process experts- those who can navigate the recruitment process internally with stakeholders with the tools they’re given, like a software system and other frameworks. They’re also pipeline managers, responsible for reaching out and maintaining relationships in the labor force and matching external or internal candidates to positions.

According to CEB, the best-performing recruiters are both strong pipeline managers and strategic advisers, qualifying them as talent advisers.

The recruiters of tomorrow

While you may be lucky enough to have a recruiter who possesses the skills and attributes of a talent adviser, only 19 percent of recruiters today are considered qualified as talent advisers. Companies will have to put some effort into finding recruiters who are highly skilled in pipeline management and strategic consulting with your hiring managers.

According to CEB, there isn’t a standard experience or job history that makes talent advisers stand out. In fact, companies today are assessing prospective recruiters by asking them to demonstrate the capabilities needed to do the job.

One such company, Hertz Europe, has implemented a ‘show me’ model for evaluating and choosing recruiters to ensure they have the potential to be (or already are) a talent adviser. By adding a demonstration component to their interview process, the candidate is given a realistic job preview through navigating unrealistic hiring expectations, time constraints and executive presentations. On the surface, this might seem like a time-consuming process that isn’t scalable. However, the implementation of this system reduced their search firm spend by nearly $1 million over the last 12 months.

If talent advisers are the recruiters of tomorrow, companies should be actively training their current recruiters and seeking talent advisers who will bring up the quality of the folks being hired at your company.