While we are talking about Strategic HR practices, I truly can not rule out a mix of both traditional and modern approach to the subject, to keep a balanced modus operandi, for a successful implementation of the new systems.
By saying this, I think the beginning of any HR practice should start with the first ‘R’ of the subject i.e. Strategic Recruitment.
How different is this Strategic Recruitment from normal recruitment? In general when we talk about recruitment, we talk about the assessment of vacancies and sourcing, leading finally to the selection of best suitable candidate. The vacancies are normally decided by the functional heads in consultation with the HR cell, an specifications are drawn on the basis of experience of suitability of a person to the job or specifications drawn by some study.
In strategic recruitment the success factors are: -
1. Skill inventory
2. Psychometric inventory
3. Business forecast
4. Manpower Plan
5. HR Budget
6. Job specifications
7. Strategically aligned sourcing plan
8. Trained selectors
9. Cost-benefit calculation procedure against each recruit
The process starts with skill inventory available, with the organization in different business vertical and in different functional area. Comparing this with the psychometric inventory often leads us to find a candidate from within the organization, who otherwise is dissatisfied in his present job, but can excel in the new assignment.
However, primary concern is to find a candidate, who will be able to effectively contribute to the business goals of the organization. Thus, fitment of otherwise skilled candidate psychologically with other team members, become immensely important. While saying this, I am often questioned, if alone psychometric test can generate the fitment. My answer is ‘No’. Based upon the psychometric test result HR cell must interview the candidate to find out the socio-economic inclination of the candidate, which finally becomes the most important decisive factor.
Major characteristic of Strategic Recruitment is that the requirement is not generated only leaving of an employee or the conceptual need of the functional head. The need is generated by the Business need. Thus, even in case of departure of an employee, requirement of the fulfillment of the position is decided by the business need, and the cost benefit equation of filling up of the position. The simplest approach I take to decide this ROI of the position in comparison with the fulfillment of the business need, and the cost benefit equation of filling up of the position. The simplest approach I take to decide this ROI of the position in comparison with the fulfillment of business desire out of the position.
The most difficult part begins after this, where we match the optimal utilization of the new entrant to match the HR utilization budget.
To ensure that we are getting the best out of the recruitment, we normally keep our recruitment projected on the basis of the manpower plan and HR Budget. While preparing the budget, we take care of average attrition vertical, function and hierarchy wise.
The job specification for each position is drawn through Industrial Engineering study in coordination with HR interference on Job Redesigning and MPS (Motivational Psychometric Score) in view. One of the major and most crucial activities i.e. sourcing starts after this. To source an ideal candidate we keep the ratings of different sources in accordance with their strength and past performances to send possible requirements for the most effective results.
Before going for the selection, each selector is briefed about the procedure & process of the selection for each position and rating system of the same.
HR round is taken at the end of selection procedure, where the HR cell finalize one out of the three best possible candidates, based upon the psychological fitment of the candidates.
I shall continue with the other strategic HR practices in due course. In the mean time I would like to invite your opinion on this topic to let me understand my approach better and to give it a finer tuning.
From India, Delhi
2By saying this, I think the beginning of any HR practice should start with the first ‘R’ of the subject i.e. Strategic Recruitment.
How different is this Strategic Recruitment from normal recruitment? In general when we talk about recruitment, we talk about the assessment of vacancies and sourcing, leading finally to the selection of best suitable candidate. The vacancies are normally decided by the functional heads in consultation with the HR cell, an specifications are drawn on the basis of experience of suitability of a person to the job or specifications drawn by some study.
In strategic recruitment the success factors are: -
1. Skill inventory
2. Psychometric inventory
3. Business forecast
4. Manpower Plan
5. HR Budget
6. Job specifications
7. Strategically aligned sourcing plan
8. Trained selectors
9. Cost-benefit calculation procedure against each recruit
The process starts with skill inventory available, with the organization in different business vertical and in different functional area. Comparing this with the psychometric inventory often leads us to find a candidate from within the organization, who otherwise is dissatisfied in his present job, but can excel in the new assignment.
However, primary concern is to find a candidate, who will be able to effectively contribute to the business goals of the organization. Thus, fitment of otherwise skilled candidate psychologically with other team members, become immensely important. While saying this, I am often questioned, if alone psychometric test can generate the fitment. My answer is ‘No’. Based upon the psychometric test result HR cell must interview the candidate to find out the socio-economic inclination of the candidate, which finally becomes the most important decisive factor.
Major characteristic of Strategic Recruitment is that the requirement is not generated only leaving of an employee or the conceptual need of the functional head. The need is generated by the Business need. Thus, even in case of departure of an employee, requirement of the fulfillment of the position is decided by the business need, and the cost benefit equation of filling up of the position. The simplest approach I take to decide this ROI of the position in comparison with the fulfillment of the business need, and the cost benefit equation of filling up of the position. The simplest approach I take to decide this ROI of the position in comparison with the fulfillment of business desire out of the position.
The most difficult part begins after this, where we match the optimal utilization of the new entrant to match the HR utilization budget.
To ensure that we are getting the best out of the recruitment, we normally keep our recruitment projected on the basis of the manpower plan and HR Budget. While preparing the budget, we take care of average attrition vertical, function and hierarchy wise.
The job specification for each position is drawn through Industrial Engineering study in coordination with HR interference on Job Redesigning and MPS (Motivational Psychometric Score) in view. One of the major and most crucial activities i.e. sourcing starts after this. To source an ideal candidate we keep the ratings of different sources in accordance with their strength and past performances to send possible requirements for the most effective results.
Before going for the selection, each selector is briefed about the procedure & process of the selection for each position and rating system of the same.
HR round is taken at the end of selection procedure, where the HR cell finalize one out of the three best possible candidates, based upon the psychological fitment of the candidates.
I shall continue with the other strategic HR practices in due course. In the mean time I would like to invite your opinion on this topic to let me understand my approach better and to give it a finer tuning.
From India, Delhi
In the current scenario there are many roles of HR that are being outsourced {recruitment in particular}. Does not reduce the learning of the HR professional in an organization and the specialization of the organization in the area they have outsourced? Is it always a good option to oursource its work?
From India, New Delhi
From India, New Delhi
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Strategic-hr-ma nagement2_422.p df
Flow Chart for Recruitment till retirement.xls