The Strategic Role of the Recruitment and Staffing
The recruitment and staffing lives in a paradox, in most organizations. The recruitment of new employees and staffing positions with the right internal candidates is the strategic role of Human Resources. On the other hand, the strategic recruitment planning is not done properly. The vacancies are open as days go. If the company does not meet its financial plan, the usual response from HR is the recruitment freeze. HR does not usually work strategically with the recruitment plan. It does not plan vacancies during the year. The recruitment freeze is always a surprise for everyone in the organization. The managers get ugly. HR gets scared.
We always forget to connect strategic outcomes from different HR Processes. We just stop the recruitment of new roles. We do not assess how the strategic growth areas will be affected. We do not care about the impact on the organization. Once we make the exception, we have to approve all requests for the exception. Even the CEO has no power to stop it. The recruitment freeze needs to be a total freeze. Most managers do enjoy fun times then because there are functions, which are required to meet some operational minimum. Some functions still enjoy their hidden fat. They have more employees than required.
We always speak about the strategic role of Human Resources in the company. We have to act as the strategic role requires. The first issue does not mean that we stop all strategic initiatives. It hurts the company. It hurts the trust of managers and employees. We cannot act purely tactically. We have to be proud of our strategic plans. The strategic recruitment has to continue.
The recruitment and staffing are strategically connected with the organizational development, succession planning and the workforce planning. All these HR Processes provide inputs for the strategic recruitment plan. All HR Recruitment Managers should prepare the plan for vacancy openings during the year. All vacancies cannot be posted at one moment. Sometimes, the competitors have to be kept calm. That is what the strategic recruitment is about - finding right resources at the right time for strategic job positions in the organization.
The organizational development sets the priorities for the development of the company. It plans the growth of the organization, which is healthy, and all employees and managers are fully utilized. The top management plans the strategic areas. HR identifies required skills and competencies. The OD Specialist finds out skills and competencies available in the organization. The specialists identify the key job positions required in the strategic areas. The priorities are assigned to roles. It is the outcome for the recruitment plan.
The succession planning is almost the same story. All managers have to find their successors. The organization has to be ready for the moment, when the current manager leaves. It should not be a moment of a surprise. There are always managers without successors. They should be hired externally because the company should not bear any risks. It is a risk mitigating activity. Again, this is the input for the strategic recruitment planning.
The recruitment plan is a strategic tool for the organization. In case of any issues, HR should be ready to make cuts in the plan, but it should not announce the recruitment freeze for everyone. The recruitment freeze does not help. It can stop adding additional costs, but it cannot assure the growth. The new strategic vacancies are about the growth and the competitive advantage. It is the strategic role of the recruitment and staffing. All recruiters should protect the recruitment plan. It is the plan about the future of the organization. It is not the plan, which just adds costs.