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Make recruiting a process that is structure and tracked
What would you think of a farmer who decided to skip all the plowing and sowing and jump right into harvesting? You’d think the farmer was deluded and crazy? How can a crop be harvested if the seeds were never sown? How can crops grow if the soil isn’t plowed and watered? It would be insanity to think a farmer could go straight to harvest without doing all the things necessary to cultivate their crop.
This is how many organizations approach recruiting. They have a critical opening and suddenly they want to harvest top talent. Like the farmer they too need to cultivate the talent pool and sow their employment brand long before they start to harvest. This means that recruiting has to be a process that is incorporated into the overall company culture . It has to be an ongoing activity that is measured and tuned.
Here are some simple ways high performing organizations sow seeds and cultivate a healthy crop of top talent:
- Promote their company as a highly desired place to work
- Create relationships with potential employees as early as high school
- Advertise their jobs to attract top talent rather than screen out applicants
- Profile key jobs
- Establish an ongoing relationship with a niche search firm
Of course, there are variables specific to every organization. But the faster companies begin to cultivate their talent pool, the faster they’ll have the right people to hire.
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A few weeks ago I took an extended trip with my family. The first morning I woke up before everyone else to go for a run. As I dressed I suddenly realized I had forgotten my running cap. That might not seem like a big deal, but it makes a real difference in the quality and enjoyment of my run. I always run with that cap, it keeps the perspiration out of my eyes, provides a shield from the sun, and has a safety reflector quality to it. When I got into mile two my eyebrows didn’t work as well as that cap. I spent the rest of my run annoyed and wiping my eyes . In the haste of packing for the trip I forgot to include a small detail that created a consequential impact.
The same is true when a company is trying to hire a key player. The small details have a consequential impact. Forget to create a performance profile? Than all you have is a job description. Forget to write an attraction oriented job posting? Than all you have are ‘B’ and ‘C’ level people applying. Forget to profile the job? Then all you can do is validate a resume. Missing just one of these details causes companies to make costly hiring mistakes.
If I had used a packing checklist I might have remembered my running cap. Likewise, companies that use structured hiring process make much better hiring decisions.
Now that the economic recovery seems to be advancing, health care executives have to turn their attention to attracting and retaining professional talent. Many key company employees put off retirement or career transitions until the economy improved. Strategic leaders should ask themselves what steps have they taken to protect and transfer the departing corporate intelligence to new people? What retention strategies are you implementing to avoid loosing even more?
Business and Human Capital pundits hypothesize that in a recession-altered workplace, employees are often adrift, without well-defined roles and accountability or managers who have a grasp on how to actually execute the business leaders key strategies and metrics.
Employers who need to drive more profitability, who need to maintain and sharpen their competitive edge recognize that it will be their people who create the differentiating factor. This is especially true in our global economy. The old way of recruiting people, interviewing, selecting, and retaining doesn’t work any longer. In fact, it turns off the very top talent you seek. Strategic leaders recognize the available workforce will actually shrink by 15% or more over the next 10 years. Companies need to be more careful about who they hire because there will be fewer of them to choose. Talent strategy then becomes a revenue generator. Executives have to take their corporate talent strategy to a new level.
Here are ten ways to supercharge your talent acquisition, selection, and retention strategies:
1. Throw out old job descriptions and create performance profiles for each key contributor role.
2. Benchmark your best performers in each job and create Key Performance Indicators.
3. Re-engineer your interviewing process to ask the RIGHT questions.
4. Make Organizational Development & effective Recruitment a priority.
5. Alter the objectives, roles and accountability of HR Management.
6. Hire the right people who shared common values and purpose.
7. Establish an on-line employment presence flaunting their EVP.
8. Implement a top grading culture.
9. Make rewards personable and customized.
10. Provide employee development, mentoring and coaching for high impact employees.
Don’t waste time; implement some or all of these TODAY. If you haven’t started by now you are already behind.
We came across this post on Mike Morrison’s blog and wanted to share it with our subscribers and clients. Mike makes some very good points. You can’t create an employee engagement or talent management strategy if you don’t understand the issues. So often companies charge head with well-intentioned plans that fall short. Instead of motivated, engaged employees they end up with a skeptical and jaded workforce. Much of this can be avoided if companies strategically hire people. In short…
1) Understand the kind of people you need to grow profitably and competitively
2) Quit interviewing to validate resumes and start interviewing for performance predictability
3) Survey to understand the “real” workforce issues
5) Create a talent and retention strategy the accounts for generational issues and with an eye toward the future
Thanks Mike for the good info here ….