An organization can top the list if it has able and talented staff. For having such staff it is important to understand the interviewee fully before giving a place in the firm. This article gives tips and tricks to recruit fresh talent in your organization.
Talent has been defined as capability applied to create value that is recognized and rewarded by primary stakeholders: owners, managers, and customers.
The first method is to develop your own talent. Like in farming, the quality seed material with growth potential must be planted in a supportive environment, nurturing and developing them and weeding out those who do not take-up the initiative to grow. Performing environments attract talent. Colleagues, peers and parents may influence these performers. Talent seeks creativity, freedom of expression, performance options, growth and supportive environments with capable owners, managers. team members and pay-for-performance systems.
Longer-term budgets and programs provide the basis for employee resourcing strategies. These indicate the future activity levels, new demands for skills and competence and the intention to take cost out of the business by reducing the size of the work force, de-layering, subcontracting work or relying more on out-workers/freelancers or part timers. A resourcing strategy contributes to the formulation of business strategy by identifying opportunities to make the best use of existing human resources. Constraints may affect the implementation of the proposed business plan unless action is taken. Constraints may include skill shortages, high recruitment, training and employment costs, or insufficient flexibility.
Identify ‘resource centers’ consisting of broadly homogenous groups for which forecast of supply is needed to be made. Though there is endless scope for cross analysis in preparing human resources inventories, there is tendency to collect useless data. Some detailed analysis may be essential. For example, the review of existing resources may be needed to cut across organizational and occupational boundaries provide inventories of skill and potential. It may be important to know how many personnel the organization has with special skills or abilities; like engineers, physicists, mathematicians or economists. From the point of view of management succession planing and the preparation of management development programs, it may be equally important to know the number of personnel with potential for promotion and where they could be found.
An analysis of employees by age helps to identify problems arising from sudden rush of retirements, a block in promotion prospects, or a predominance of older employees. Length by service analysis may provide evidence of survival rates, which are a necessary tool used by planners in predicting future resources. The analysis of existing resources should look at the current ratios between different categories of employees for example, managers and team leaders to employees, skill to semi skilled, or office staff to production. Recent shifts in these ratios should be studied to provide guidance on trends and to highlight areas where rapid changes may lead to supply problems.
Demographic pressures may not make much impact during recessions, and many organizations even in the times of recovery, still pursue downsizing policies in order to reduce costs. But there are still areas where skill shortage exists, and these may multiply in the future. It is therefore advisable to be prepared to take selection of the following steps as part of an overall human resources plan:
1. Create links with colleges to gain interest in the organization.
2. Improve methods of identifying young personnel to be recruited.
3. Develop attracting career programs and training packages.
4. Widen the recruitment net to include for example more women re-entering the labor market.
5. Find new ways to tapping alternative pools of suitable workers e.g. Part time employees.
6. Adapt working hours and arrangements to the needs of new employees and those with domestic responsibilities.
7. Provide more attractive benefit packages like child-care facilities.
8. Develop talent and make better use of existing employees.
9. Provide retraining of new and existing employees to develop different skills
10. Make efforts to retain new recruits and existing staff.