Parts 1 and 2 of this series spoke to the strategy and business skills necessary to ace Talent Acquisition – a business process that is critical to the long-term success of every enterprise.
Even with a good strategy, talent and tactics, an underlying infrastructure is necessary to support the myriad of activities that make up the recruiting/ talent acquisition process. Without it, there’s no way to predict – or deliver – consistent quality results.
90% of success – and return-on-investment — depends on relentless, consistent execution.
Absent defined quality process and the infrastructure to support it, it’s also far more difficult to pinpoint the root cause of service failures.
Example: If you’ve ever had the experience of working with a great recruiting firm, only to have the person who was primarily servicing your account leave, you may be aware of the chasm between one talented person and an effective strategy and process. Too often, we suddenly come face-to-face with the reality that it wasn’t so much ABC HOT SHOT RECRUITING FIRM providing exceptional service; it was ANN JONES, ACE RECRUITER. If you’re outsourcing the recruiting & hiring process to ABC, you can be greatly at risk if your process rests on the shoulders of one or two talented people – without a quality, underlying strategy and infrastructure.
The same is true in corporate recruiting departments. When one or a few talented, energized people are delivering value, you may be shielded from the fact that there is no real strategy, replicable process or infrastructure – until they exit, at which point it becomes immediately obvious that the entire core competency in the critical area of talent acquisition was dependent on one or two people showing up every day. It’s the kind of revelation that causes those 4:00AM heebie-jeebies!
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