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Driving Traffic 4 (June 14, 2005) Let's get serious. Like advertising, talent attraction and sourcing is not something you manage with ROI. Capital acquisitions, investments in facilities, maybe even software purchases can be studied as a potential predictable investment. People, advertising, marketing, development of intellectual capital and paying benefits do not respond easily to this sort of number crunching. Really, that's why executives love to stick it to the HR people with this one. "Let's tell 'em to figure out the ROI and watch them squirm around." ROI is a bottom-line question. These are top line issues. The problem just won't solve correctly with a bottom-line approach. So then, how do you prepare budgets and schedules for these top-line issues? Trying to get your arms around the investment and return issues in staffing without having a detailed grasp of market conditions, inside and outside the organization, is like buying a car without pricing information. It simply can not be done without a detailed estimate of
A short while into the analysis of the market and its conditions will begin to underline an obvious conclusion: some types of talent are scarcer and more expensive than others. Some kinds of supply-demand equations can be extremely automated while others require human intervention on a regular basis. Rather than a monolithic recruiting strategy, it turns out that an approach tailored to needs and market conditions will have a variety of solution signatures.
John
Sumser
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