Based on the story on Harvard Business Review’s blog about corporate board members giving
most of their companies an “F” for talent acquisition/Recruitment Process and development,
blaming the HR department for the failure. Since Iris-Corp helps companies around India improve their grades on the hiring side, we have good visibility in where they both excel and underperform.
Based on this, here’s what we've seen it takes to make the decision makers List for talent
acquisition, and why most companies miss the mark.Why HR Gets an “F” in Talent, and How to
Get an “A” And What It Takes to Get an "A" for Hiring Great People.
most of their companies an “F” for talent acquisition/Recruitment Process and development,
blaming the HR department for the failure. Since Iris-Corp helps companies around India improve their grades on the hiring side, we have good visibility in where they both excel and underperform.
Based on this, here’s what we've seen it takes to make the decision makers List for talent
acquisition, and why most companies miss the mark.Why HR Gets an “F” in Talent, and How to
Get an “A” And What It Takes to Get an "A" for Hiring Great People.
1. A clearly communicated and comprehensive talent acquisition strategy that’s understood, supported and tracked at all levels of the organizations. Most CEOs and companies give this
lip service, without the proper support, focus, resources or controls.
lip service, without the proper support, focus, resources or controls.
2.Hiring managers are ranked on how well they improve the quality of their team. If hiring
top talent is number one, this needs to be the primary topic of every manager’s performance
top talent is number one, this needs to be the primary topic of every manager’s performance
review. If it isn’t, it suggest that the mantra "Talent is #1" is more talk than walk.
3.The hiring decision is too important to leave solely in the hiring manager’s hands. Hiring
managers tend to focus on their short term needs to fill a position, rather than giving much
managers tend to focus on their short term needs to fill a position, rather than giving much
emphasis on developing future leaders for the company.
4.A different hiring process is used in a talent scarcity situation. Most company hiring processes
are based on a surplus of talent model focused on “weeding out the weak.” This same process
can’t be used when a surplus doesn’t exist. In this case an "attract the best" approach is required.
can’t be used when a surplus doesn’t exist. In this case an "attract the best" approach is required.
5. Workforce planning is used to create a proactive, forwardlooking recruiting process. If a
company isn’t working on its critical hiring needs 2-3 quarters into the future, it’s left with little
time, fewer recruiting options, and a hurried hiring decision.
company isn’t working on its critical hiring needs 2-3 quarters into the future, it’s left with little
time, fewer recruiting options, and a hurried hiring decision.
6.Quality of Hire is the primary metric, not filling positions quickly and at low cost.
Hire the best person available, not the best person who applies. In most cases corporate
recruiters are measured on filling positions quickly with the best person who applies.
Hire the best person available, not the best person who applies. In most cases corporate
recruiters are measured on filling positions quickly with the best person who applies.
This rewards maintaining the current talent level rather than raising it. It is better to prepare a
sample form to measure the pre-hire Quality of Hire to prevent the "can't measure quality
sample form to measure the pre-hire Quality of Hire to prevent the "can't measure quality
in real time" excuse.
7.The best talent leaders don’t make excuses.Too many talent leaders blame their hiring
managers, their compensation department, the ATS (applicant tracking systems), or their legal
team for their lack of improvement.
managers, their compensation department, the ATS (applicant tracking systems), or their legal
team for their lack of improvement.
8. The hiring process is fully-integrated from beginning to end.
Concurrent engineering has been around for years for process improvement and product
development, but somehow HR didn’t get the word. Sourcing, recruiting, interviewing,
Concurrent engineering has been around for years for process improvement and product
development, but somehow HR didn’t get the word. Sourcing, recruiting, interviewing,
closing, on-boarding, and performance management needs to be an end-to-end continuous
process, not independent and contradictory silos. Retention, performance and job satisfaction
all improve when the right people are hired.
9.Offer career opportunities, not lateral transfers. Just look at these job descriptions to get a
sense of why good people aren’t applying. Some of these jobs are great, but they’re so poorly
written they turn off even they desperate.
sense of why good people aren’t applying. Some of these jobs are great, but they’re so poorly
written they turn off even they desperate.
Some of the deficiencies noted above are caused by the lack of the right strategy rather than poor
tactics or bad implementation. In this case, responsibility for the “F” should be on the CEO’s
tactics or bad implementation. In this case, responsibility for the “F” should be on the CEO’s
shoulders, not HR’s. Strategy drives tactics, not the other way around. The same holds true for
talent. So it is said “hire smart, or manage tough.” Hiring smart starts with a smart strategy.But its
wiser to handover your
talent. So it is said “hire smart, or manage tough.” Hiring smart starts with a smart strategy.But its
wiser to handover your
Talent Acquisition/Recruitment Process Outsourcing requirements to a trusted service provider /
partner. Iris-Corp leads the category.
partner. Iris-Corp leads the category.
Focus on Core....
Leave the rest to Iris-Corp....
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