Just In Time Talent Acquisition

By Marcus Miller

Jack Welch, formerly of GE, estimates that one third of his time was devoted to hiring ‘A’ players. Companies are changing their demands for top people and HR has to re-engineer its profile and strategy to align with the new core values and changes. If the strategy of the entire organization is to be the top performer in their industry, then each and every talent acquisition program must focus on performance improvement. The approach for transforming into a performance culture means bringing on a new model for human capital acquisition.

Historically HR functions have been reactive in nature. In the new world of recruiting, HR needs to adapt its approach to identify and cultivate new resources in advance of their actual need, or “just in time’. This means that HR must aim ahead of (not at) a moving target they want to hit. As the budget lays out the hiring plans, HR has to build the strategy to deliver on time.

Recruiting has two main components, first the continuous programs for the attraction and development of relationships with a wide-audience of potential candidates, and secondly the active phase of selection and evaluation of available talent for hiring. As hiring needs surge, internal resources are stretched, and the pre-acquisition programs are typically compromised. To combat limited resources organizations are moving to an outsourced solution to achieve the balance with just-in-time resources and the management of the varying demands of staffing.

Re-engineering any business process is a challenge since it involves not just changing the business practice but it impacts stakeholders and their personal involvement. Here are the specific items that are important for a successful human capital acquisition program. The recruiting functions must:

1) Align with the corporate business strategy to create a competitive advantage for the firm.
2) Fit in the company’s operating environment.
3) Offer both attraction and retention components.
4) Be communicated and understood by all.
5) Managed by a corresponding set of metrics to check if the strategy is meeting corporate goals.

And here are the strategies:

1) Apply continuous relationship recruiting vs. responding to open requisitions.
2) Utilize competency based recruiting to hire the best and brightest.
3) Your firm should stand out to candidates by utilizing web and technology tracking tools.
4) Make yourself an employer of choice.
5) Integrate recruitment and product development strategies.
6) Select candidates on future focus vs. past strategies.
7) Instigate continuous improvement for recruiting vs. a status quo approach.

The rapid changes in the business environment have facilitated the change and re-engineering of the HR processes. The new age of business requires a new set of skills, tools and metrics. The trend appears that HR recruiting programs will be developed and delivered faster. They will be more responsive and their ROI will be measured. Speed, metrics and just-in-time recruiting will be the keystones for future talent acquisition.

Marcus Miller (Marcus.Miller@LEAPJob.com) is the President of LEAPJob (www.LEAPJob.com), a Human Resources Consulting firm focused on improving its clients' capabilities to attract, hire and retain great people. You can reach Marcus at 905.281.3090, Ext. 21.