HR and recruitment is a department where actions and
activities are based on reactions to business situations like forecasting sales
changes, turnover, or business or segment restructuring. Believe me, I’ve been
there. There is no worse feeling in HR or recruiting when the VP of your
division casually makes you aware of a headcount change for the upcoming
quarter (beginning next week) that requires adding an additional staff of 745.
Add on the unrealistic staffing goal of having those employees hired and on
boarded in less than 30 days and it’s easy to see why HR has a bad rap for
their reactive business qualities.
There’s nothing more thrilling for some than the rush of
adrenaline that is accompanied with reactive recruiting and the onset of
unrealistic expectations from a business leader like my VP. It’s fun for a
while. You tell yourself that you live for situations like these. Meeting and
exceeding unrealistic expectations. You and your team put in the long and
countless hours, and pat yourself on the back for a job well down. That is
until a distinct pattern begins to develop.
As a recruitment or HR leader, you begin to witness a
pattern of these behaviors. Maybe it’s your VP swinging by your office the last
week of every quarter setting you into yet again another adrenalin filled fire
drill. Your blood pressure spikes. You miss time with your friends and maybe
three week’s of your kids soccer game. Members of your team begin to feel
deflated, upset and complain. You try to put their thoughts to rest but
secretly admit that no amount of attaboys are going to make you enjoy this recruitment
tap dance where your shoes set on fire each month, quarter or during the busy
season. You and your recruiting team deserve a little sanity.
Recruitment should be a partner working directly with my VP
either present annual or quarterly planning meetings. In order to be effective
recruitment must move from reactive to interactive recruiting.
Interactive recruiting is:
*A partner. One
where hiring managers, business leaders and recruiting teams actually talk with
one another. Planning, strategy and conversations must happen in order to be
effective.
*Is Involved. In
all staffing planning and decisions. If conversations happen where the
workforce headcount is being, shifted, added or reduced, recruiting must be
involved in this conversations to set realistic expectations and plan
accordingly. There is no way I can physically hire 745 people in a week without
the right tools, resources and people to do the job.
*Develops a Pipeline.
This planning starts with the development of a pipeline and a strategy to
source, find and locate 2,235 candidates. Because recruiting has determined
that it takes 3 candidates to fill 1 position at your company.
*Uses Forecasting. Similarly
to how executives use sales forecasting tools and resources to help create
their own long term and short term business projections, staffing and
headcounts should follow a similar pattern. Companies should begin discussing
current pipeline counts and available candidate pools for new locations
especially those in unfamiliar geographic areas where employment patterns are
uncertain.
Jessica Miller-Merrell, SPHR is a workplace and technology strategist specializing in social media. She’s is the Chief Blogger & Founder of Blogging4Jobs. You can follow her on Twitter @jmillermerrell.
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