Election-figures-recruitment

Upping the ante in recruitment 

The recent political debates surrounding the French presidential election and the UK General election have been a little dizzying. On the one hand, we’ve been told that 500,000 civil service positions have to be cut, but that on the other hand, we need to employ 10,000 police officers and 20,000 teachers. It’s almost as though the candidates are haggling over prices in a bazaar. In a nutshell, it’s a bidding war.

But the problem is that at no point have they explained why they are doing this. Which social project do these numbers belong to? Exactly what type of jobs will be created? What sort of profiles will be hired? What skills will they need to develop? What will happen to all the people already in those jobs?

Executives and HR managers everywhere face the same issues. To me, the only issue is that of the project itself.

All expanding enterprises need to either seriously optimise their organisation or hire more staff, otherwise they’ll find themselves coming up short.

Talentsoft, for example, almost doubled in size in only 18 months, during the period 2015 to 2016. However, doubling in size doesn’t mean doubling your effectiveness overnight.

Firstly, the company is going to lose productivity.

It takes time to welcome all the new recruits. Who is in charge of all this? Veteran employees. They need to put their regular projects on hold  to onboard new team members.

After that, the new employees have to be integrated into the organisation. It’s impossible to reach a high level of efficiency instantly, so every organisation will need to take time to get back up to speed. A successful integration is also only possible if the managers are trained for the new situation.

Ultimately, the workplace culture has to be rebuilt. Regardless of size, when a company expands, its culture changes. This means rethinking both the company’s culture and organisation.

These steps have the potential to trip up the enterprise, however, as they require time and effort and take employees away from other projects.

To meet these challenges, recruiters have to take the time to anticipate these issues. Otherwise, they will be a business-by-numbers enterprise guided by an Excel spreadsheet telling them it’s time to hire more staff. It doesn’t make sense to take any action associated with human resources, particularly recruitment, without clear forward thinking.

In my view, meaningful action occurs when:  

  1. There is careful consideration about which profiles, and their associated skills, are needed 
  2. The purpose of the project is clear 
  3. The ability to create a collective intelligence is developed 

 

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