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Strategic Recruiting 1
(July 02, 2007) It is possible to know everyone you intend to recruit five years in advance. Not only is it possible, it's the most strategic form of recruiting. By clearly articulating your requirements, you can transform Human Capital Acquisition from a reactive game into a proactive offensive strategy.
The problem with the term "Human Capital" is that it perpetuates the notion that human beings are interchangeable anonymous widgets. People who are treated as if they were capital, start to behave like capital. They move to the source of the highest return as quickly as possible without regard to loyalty.
Most recruiting happens in response to a variety of "surprises": Attrition higher than the forecast; the unanticipated departure of a key contributor; unanticipated success in a new market; failure to adjust to changing conditions; the final release of "new" requisitions. Although the precise details of any given hiring requirement can never be perfectly predicted, they can be anticipated with a high degree of accuracy. What is often called "Strategic Recruiting" is really just a common sense approach to things that can be known about an organization.
Reactive processes are compounded by tools that work against effective recruiting. Applicant Tracking Systems, by and large, create overwhelming pools of data that inhibit clear decision making. They provide solid legal defenses and organizational buffers to cope with large volumes of data. They very specifically do not improve recruiting results.
John Sumser. . - .Send To a Friend
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