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Get the Right People: 9 Critical Design Questions for Securing and Keeping the Best Hires.

Get the Right People: 9 Critical Design Questions for Securing and Keeping the Best Hires.

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The most important decision a company makes about employees is the decision to hire them. Whether a company succeeds or fails ultimately depends on whether it hired the right people to effectively execute its strategies.
(This paper is written primarily for recruiting organizations that focus on hiring employees for skilled positions. Some of the concepts in the paper are less appropriate for recruiting processes that focus on staffing less skilled, entry level salaried and hourly positions.)
The most important decision a company makes about employees is the decision to hire them. Whether a company succeeds or fails ultimately depends on whether it hired the right people to effectively execute its strategies.
(This paper is written primarily for recruiting organizations that focus on hiring employees for skilled positions. Some of the concepts in the paper are less appropriate for recruiting processes that focus on staffing less skilled, entry level salaried and hourly positions.)

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Categories:Types, School Work
Published by: Alejandro Sosa De Greef on May 12, 2013
Copyright:Attribution Non-commercial

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05/14/2014

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 WHITEPAPER
Get the Right Peope:
9 Critica Desig Questiosfor Securig ad Keepigthe Best Hires
Steve Ht & Ssa Va Kik
 
SUCCESSFACTORS
/ WHITEPAPER
GET THE RIGHT PEOPlE:
9 cRITIcAl dESIgn quESTIonS foR SEcuRIng And KEEPIng THE bEST HIRES
Get the Right Peope:9 Critica Desig Questiosfor Securig ad Keepigthe 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 eectively 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 haveocused on increasing the number o requisitions processed and reducing time-to-ill. This relects a lopsidedapproach to recruiting that greatly emphasizes eiciency over eectiveness. 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 eectiveness 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, highperorming 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
 increases
. Companies cannot aord 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 perormers and having them stay.
•
Importance of human capital.
The last thirty years have seen a steady shit 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
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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 eiciency. The second section discusses eight key questionsthat need to be careully 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 discussesdierent levels o recruiting process maturity that can be used to guide the creation o a long-term roadmap orachieving recruiting excellence.
1
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 stafng less skilled, entry level salaried and hourly positions.
2
 
SUCCESSFACTORS
/ WHITEPAPER
GET THE RIGHT PEOPlE:
9 cRITIcAl dESIgn quESTIonS foR SEcuRIng And KEEPIng THE bEST HIRES
Reriti t Spprt bsiess Exeti
From a strategic business perspective, the goal of recruiting is not to simply hire people into the organization,but to reliably and efficiently place and retain the right people in the right roles to effectively support a company’sbusiness strategies. This is a significant change from how some recruiting departments traditionally viewed theirrole within the company (See sidebar, “Processing, Placement, or Performance.”) Organizations that approachrecruiting with a strategic mindset are distinguished by the emphasis they place on four key principles:
•
Quality o hire is much more important than speed o hire.
•
Recruiting is more about maintaining and leveraging relationships than advertising job postings.
•
Hiring managers should play a central and highly active role in the recruiting process.
•
Recruiting is only one part o an integrated talent management system.
Quality of Hire.
Even slight improvements in the quality o hires can have a massive inancial impact onorganizational perormance (Hunt, 2007). Recruiting organizations oriented towards business executionunderstand this. They review every step in the recruiting process rom the perspective o how it will impact thecompany’s ability to attract and select the best perormers. Recruiters are evaluated primarily on theperormance and retention o the employees they help bring into the company. A quick way to assess whethera recruiting organization has a quality-o-hire based mindset is to ask recruiters the ollowing question. “How doyou know i you eectively illed a position?” A quality-oriented recruiter will talk as much or more aboutmeasuring how candidates perorm ater they are hired and less about the eiciency o methods used tosource and screen candidates during the pre-hire phase.
Relationships and Networking.
The most eective recruiters use a variety o methods to ind job candidates,but know that the best candidates tend to come rom networking. In today’s world, this includes using social
Processig, Pacemet or Performace: a Etreme Short Histor of Recruitig
 The past 30 years have seen signiicant changes in the ield o recruiting. Prior to the advent o theinternet, much o what recruiters did was associated with basic identiication and processing o candidates. Recruiting tended to be a highly administrative unction largely ocused on placing want ads,scanning job applications, and setting up candidate interviews. Some companies also tasked recruiterswith handling on-boarding paperwork as well. The internet reed recruiting departments rom much o thisadministrative burden and allowed them to signiicantly streamline the recruiting unction. But recruiting stilltended to be judged on process metrics such as time-to-ill and number o hires. Staing departmentswere rarely held accountable or the perormance o new hires. Nor were they expected to challengemanagers on whether it made more sense to ill positions internally vs. externally. The advent o integrated talent management systems is shiting recruiting’s ocus rom hiring eiciency toan emphasis on staing eectiveness. Recruiting departments are still held accountable or eicientlyprocessing and rapidly placing candidates. But the dierence between average recruiting departments andexceptional ones lies in the ability to ill positions with the best perorming candidates at the lowest cost.
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