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RECRUITMENT : A KEY MANAGERIAL RESPONSIBILITY

 

Recruitment is only one of the many responsibilities of any Manager. The unique feature about recruiting is that it is simultaneously urgent and postponable

 

It has urgency because the need for that person can be tangibly seen or felt. There is a gnawing sense of impatience as the Manager senses opportunities lost, business not taken, phone calls unreturned or reports missing deadlines. THE NEED EXISTS, NOW. Corporate reorganization, market dictated changes and replacement are obvious in creating urgency content. However, even the well-drawn objective manpower plan eventually results in urgency since rarely will the search forplanned addition to staff exactly bear fruit at the time of need. Expense controls notwithstanding, most Managers will admit that they would err by adding too late than too early.

 

Rrecruiting is also postponable, because it is an empty box on an organization chart, and there is nothing to remind the Manager of its need for attention, except the market place or the monthly results. In a business that is surviving, much less prospering, the Manager will always have demands on his time. In other words, there will always be an excuse to defer the hire decision. This is a reflection of the level of seriousness someManagers view hiring function. There is also another possible explanation in human terms – the possibility of a wrong hire can be a frightening prospect to some Managers.

 

WHY SEARCH?

 

Search, as a recruitment process, operate on three fundamental premises:

 

  • The talent sought by a company must be accomplished and proven, to the point that it may be, in fact, a lateral move. However, the growth prospects, challenges and opportunities are calibrated representations that allow the recruiter to be the catalyst to bridge this connection.

In putting together a position specification, the recruiter knows he is on target when the individual reading it says, “ But, this is what I already do!?”, as if he is surprised at not being contacted for a promotion. At this point in time, the individual becomes a prospective candidate, and there is simply no other approach that will have accomplished this.

 

  • There are two fundamental factors that must operate simultaneously to effect any change of career – a “push” factor and a “pull” factor. The “pull” factor is the allure of the new employer. The “push” factor is the state of affairs at the existing employer. These two factors must be in proper balance for a change to be not just immediately correct, but also enduring over time.

In search, the “pull” factor is the starting point and not the residual. A well-adjusted executive, doing his job well and being looked after by his employer, must be attracted by the “pull” of the new opportunity. The “push” factors can be found eventually, as every organization has them. But these two factors – push and pull – are kept in proper sequence to ensure an enduring recruitment.

 

  • Control of the time and costs is the final point in favor of search. No other approach can intentionally utilize/influence time in the recruitment process, or reach the depth and breadth of talent identified.Moreover, salaries must fit within organizational guidelines, and search can contour the recruitment process to mould around compensation factors.

 

Finally, the issue of relative cost is important. Within four to six weeks, a progress meeting will produce actual candidates with proven accomplishments. The fee becomes a worthwhile expenditure when assessed against the total cost – time and money – of any other alternative. How much would the wrong hire cost in time, money and corporate image? Isn’t the incremental expense for a professional search warranted to safeguard these considerations?

              

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