Talent Acquisition in the 21st Century – A Big Challenge

Talent Acquisition in the 21st Century – A Big Challenge

Talent Acquisition Strategies

Acquisition Chart

Basic Strategies

If we were really serious about looking for talent, here are some of the things we would be doing as Staffing, Recruiting, knack Management and as human resources professionals.

  1. We would work harder than we do at identifying high-pitched musicians: Together with high performers themselves, we could establish some indicators of success or of high performance for each position we recruit for. These could be the number of sales they have made in a month, the number of reports they have written that resulted in consulting namings, the amount of revenue their radical has generated, and so forth. This is hard work though. There aren’t a lot of marks to go by, but we all know more or less who contributes the most to our organizations. Our task is to quantify those contributions.
  1. We would work with managers to develop sketches of the high-pitched musicians in each group: We would try to find commonalities and things we could relate during the screening process that might predict success. These are likely to be competencies, works high musicians engage in, work methods, or procedures. There are many houses that can help you determine what these “critical success factors” are and even help you develop experiments to identify them in candidates.

  1. We would find out where potential high performers like to go and what they like to do: This step allows you to target your advertising toward high musicians and decide which episodes are worth attending so that you can get at the kinds of parties “you’re trying”. Doing this well requires a focus on competitive intelligence, or “CI.” CI is well known in the industrial world; many companies employ CI professionals to ferret our information about production capacities and equipment stations at their opponents. The same principles apply to recruit. You can be informed from opponents and from vendors and suppliers about where good parties may be located. You can certainly use your employee referral program for the same purpose.
  1. We would do a better position of collecting and capturing critical informed about candidates: The acquaintance you gradually amass is valuable and should be put into some sort of database where it can be shared with other recruiters. A BLOG can form the basis on an internal or external community of recruiters where this kind of information can be exchanged. This is a form of learning sharing and deliveries that, when properly done, can save thousands of hours of work and bunches of the fund. After all, headhunters are dependent upon their own human knowledge management systems (i.e. their intelligence) to do this all the time. Our challenge is to make this more broadly accessible and to keep it current.
  1. Finally, we would recognize the importance of developing people so that they can become high-pitched performers: The recruiting capacity has to move toward becoming more like an endowment bureau – something it has not been historically. Talent agencies not only recognize talent but likewise be developed further for tactical intents. We as recruiters required to make our knowledge of what flair looks like and offer people who have “it” a chance to acquire the skills they need to perform the jobs we have.

Mostly this will apply to our current employee people, but it could also apply to people outside as well. The only restraints are our own eyesight and our ability to work within the politics of our corporate environments. One access to find those with expertise would be to open all of our screening procedures to anyone and then select those who seem likely to be successful. The Internet and our recruiting websites make this very easy to do. The exploitation area could take the form of classroom training, e-learning, internships, activity (work-based) learning allocations, or special platforms that train a group of people for specific hassles within a company.

The key is that recruiting is not only about seeing aptitude but too, increasingly, about developing it. If we are to move our profession upwards and start drawing real contributions to the bottom line, these things I have described are what it is going to take.

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