GET THE RIGHT PEOPlE:
9 cRITIcAl dESIgn quESTIonS foR SEcuRIng And KEEPIng THE bEST HIRES
Get the Right Peope:9 Critica Desig Questiosfor Securig ad Keepigthe Best Hires
The most important decision a company makes about employees is the decision to hire them. Whether acompany succeeds or ails ultimately depends on whether it hired the right people to eectively execute itsstrategies.
Despite the strategic importance o hiring, many companies have historically treated recruiting as a largelyadministrative process. Rather than ocusing on the business value associated with hires, recruiters haveocused on increasing the number o requisitions processed and reducing time-to-ill. This relects a lopsidedapproach to recruiting that greatly emphasizes eiciency over eectiveness. As one person put it, “Talentdepartments that spend all their time talking about number o hires instead o quality o hires might as wellmeasure their eectiveness by the gross tonnage o people brought into the organization.”Fortunately, the world o recruiting is undergoing a massive change in ocus rom quantity to quality o hire. Thisis the result o several actors including:
Scarcity of skilled talent.
Despite the recent recession, there continues to be a shortage o highly skilled, highperorming talent, and it’s growing. There may be more people available in the job market in general, but that doesnot mean they are the right people needed to support a company’s strategies.
Cost of labor.
As the supply o skilled labor decreases, its cost
. Companies cannot aord to make hiringmistakes given how much it costs to bring people into the organization. There is also the more insidious problem o mistakenly hiring marginal perormers and having them stay.
Importance of human capital.
The last thirty years have seen a steady shit rom a resource based to a knowledgeand service based economy. In today’s market, competitive advantage depends less on what companies own, andmore on who they employ.
Recruiting, once seen as a back office function that could easily be outsourced, is becoming a key differentiator inthe emerging war for talent. Winning this war requires rethinking key questions around what makes a goodrecruiting process. This paper
is based on the authors’ collective experience designing processes for hundredsof companies, ranging from small start-ups to large, global corporations.
This paper is organized into three sections. The irst discusses undamental changes in how companies arethinking about recruiting and the growing emphasis on creating more collaborative, quality-ocused recruitingprocesses that balance hiring quality with hiring eiciency. The second section discusses eight key questionsthat need to be careully considered when designing a recruiting process. There is no “one best way” to dorecruiting, but the best recruiting processes all address these questions thoroughly. The last section discussesdierent levels o recruiting process maturity that can be used to guide the creation o a long-term roadmap orachieving recruiting excellence.
This paper is written primarily or recruiting organizations that ocus on hiring employees or skilled positions. Some o the concepts in the paper are lessappropriate or recruiting processes that ocus on stafng less skilled, entry level salaried and hourly positions.