The statement may surprise you. You are thinking that all the positions have been filled, the business is sailing along smoothly, all the signs are green. So why should recruitment be an ongoing activity for me?
In the short term, this may be quite true but certainly not in the long term. It is not the best option for an on-going concern. You are losing out on better, more current, informed and superior talent that has just become available onto the market. This ongoing activity will create your next layer and generation of talent. Not doing so may result in a serious employee and talent deficiency at a later stage for the organisation.
Good HR capital is expensive. In today’s competitive environment, you need to have the minimum quantity and best quality. A comprehensive HR plan to cater to the attrition and retirement over a longer period is required. One way to do this is to plan two parallel streams of talent whereby the main track would consist of experienced, mature talent who are capable of efficiently running the operations, know the systems as well as working for the company very well. The second parallel stream will be of fresh talent, new to the company, learning for the first stream, introducing new thinking and ways of working, who will eventually take over from the main stream at the time of deficiency and retirements. This will ensure that both the streams are adequately challenged and charged to deliver the best. This also ensures that there is adequate competition between them to perform and deliver more for the organisation to grow and grow at a faster pace.
Organisations also need to continue to hire new talent so as not be become complacent, new talent brings new thought, new approach and different ways of working. Hire people who are better than your best, this will create competition and raise the performance bar, resulting in more delivery, thus increasing the overall competitiveness and efficiency of the organisation.
It is true that adding resources is an expensive proposition, especially for smaller organisations where the number of employees is small. This activity has to be planned over a longer term, keeping in view the HR requirements, retirements and company expansion plans. It should be planned just like a feasibility project for hardware additions and expansions. My experience, with a relatively large organisation, was that the projected changes in the HR pool and retirement was sufficient to practice this concept regularly and effectively and with excellent results.
Talent pools are like living beings. They have to be nurtured, revitalised and coaxed to grow at a faster pace. These pools have to be weeded from time to time, watered and nourished regularly. A regular intake of fresh talent keeps the organisation young, fast, agile, updated and most of all, competitive.
About the Author
Marcus Doo is a Managing Partner at Mood Group - connect with him, link below