In our view, recruitment/talent acquisition is a critical function for every business. It is the principal conduit by which every individual buys into the the culture and the values – and gets on-board.
It identifies, sources and supplies the people, and their skills, that are essential in order to drive the business forward – because people are the driving force behind an organisation’s success.
The entire enterprise can stand, or fall, based upon the people that are at it’s heart.
But how often do recruiters, hiring-managers or executives take the opportunity to review and validate role-specifications within the context of achieving business objectives? Does clear alignment – with meeting customers’ needs and expectations – exist? Or is it easier to just cut-and-paste?
As with any critical function, whose purpose it is to fulfil expectations, success does not come from managing the process minutiae.
Success comes from first seeing the bigger picture – from understanding the outcomes that are required by the wider business in order for them to execute their strategies and deliver sustainable, profitable growth – and then from enabling those outcomes by delivering the quality-of-hire that exceeds expectations.
A clear understanding of desired outcomes then, and a clear definition of what, measurably, constitutes success, as well as an action-plan for getting there, is therefore paramount.
I don’t think that there can be any argument with that.