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(September 24, 2007) In virtually every corporation, there are strategic requisitions and tactical requisitions. There are the often repeated assignments and the jobs that are relatively unique to the organization. There are bulk occupations and there are core competencies.
In most operations, the two piles are treated the same way in recruiting. The ATS is the same. The sourcing methods are the same. The compensation policies are the same. Everything is the same.
The funny thing is that one involves art and persuasion while the other is a commodity process. One is a critical strategic maneuver and the other is more like repeated manufacturing. They couldn't be more different.
This is the core insight of Lean Staffing.
By acknowledging the difference in the two piles (let's call the commodity process "staffing" and the artform "recruiting"), an organization can dramatically reduce its costs while simultaneously increasing its effectiveness. Because commodity processes can be subjected to quality control principles, the waste can be easily identified and ferreted out. Lean Staffing is a method for identifying and removing waste and friction in the staffing side of the Recruiting Shop.
Staffing is 80% of the work while Recruiting is the 20% that produces 80% of the results. (The 20% spent recruiting is a productive use of energy to acquire "game changers" who are 80% of the value in the Recruiting operation.) Removing waste and friction from 80% of the workload is a nice and rewarding target zone. There is simply no reason that the vast majority of tasks performed by the Recruiting Operation can't be rationalized and repaired using proven techniques.
That's what Lean Staffing does. It's based on the Lean Manufacturing concepts which gelled in the factories of Toyota:
More on lean staffing tomorrow.
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