Presentation to National Association of Executive Recruiters by Murray Parker
History | Change | Relationships | Planning | Contribution
It's Also About Planning
To accurately size a talent pool and establish a strategic recruitment program, one must first determine how many people are needed and what capabilities are required. The objective is to provide a sufficient quantity of qualified prospects at the time of need. Although not a new concept, planning for people needs is seldom practiced at the level necessary for strategic success.
Human Resources Planning (HRP) seemed on the rise in the 70's but fell by the wayside, a victim of the organizational restructuring and M&A activities that followed. We now see evidence of its return, stimulated in no small part by growing recognition that Talent is the key resource.
Given that the valuation of major corporations like Microsoft depends entirely on the output of their human capital, it is more critical than ever to plan in advance for human resource needs and act strategically on that forecast.
Besides timeliness, a key tangible benefit from planning ahead is the positive effect on quality. In the absence of that blind urgency to fill a vacancy "like yesterday", the recruiting process can more effectively address performance expectations, competencies and behavioral dimensions.
The result is a greater probability for superior performance from a strategic hire along with longer-term retention.
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