HTN: Recruitment Prevention – 3 Questions HR Must Ask

Sue Marks, Founder and CEO of Cielo, Inc., penned an article this week for the Human Talent Network. The editorial, Recruitment Prevention: 3 Questions HR Must Ask, was tagged with HTN’s “Think Award” and discusses how up to 70% of recruitment is preventable through partnership with HR and the right strategic workforce plan.

According to Sue, “Many organizations are in a constant state of reactive recruitment. This type of knee-jerk talent acquisition, which simply aims to fill immediate gaps, fails to take into account the long-term needs and objectives of an organization.” Being proactive and strategic, as Sue explains, challenges HR to ask three important questions.

Excerpts from the article:

To succeed at recruitment prevention, HR must think more strategically and hold themselves and business leaders accountable. HR must also partner with senior leadership to ask – and answer – three important questions:

Do you fully understand the talent you currently have? 
When the need to fill a certain role arises, organizations shouldn’t automatically begin the recruitment process. Instead, HR should be asking – or better yet, know – if it already has an employee who possesses the needed skill set to fill the current opening. It’s important for organizations to focus more on an employee’s long-term value than his or her short-term cost.

Do you fully understand the talent you need? 
By being in a mode of reactive, short-term recruiting, HR – and correspondingly, the business overall – remains in a state of crisis management … HR should challenge the business to look forward and determine the skills that will be important three to five years down the road … By implementing a broader workforce strategy, companies will find they are well positioned for long-term success.

Do you have the infrastructure in place to enable success? 
Evaluating current and future talent isn’t a one-time process. As business goals and external dynamics change, workforce strategies must also evolve to ensure organizations continuously maximize the return on their investments in talent. This type of flexibility requires the right infrastructure, tools and technologies to quickly adapt to the fluctuating needs of the business and measure impact over time.

Recruitment cannot be a standalone function. And neither can HR. It is crucial that talent acquisition is fully integrated with all talent management and development functions and aligned with business objectives to have a strategic impact on the organization.

For access to the full article, visit: