The beginning of the global economic recovery raised the renewed need for efficient and high-quality recruiting services. Mergers and acquisitions forced organizations to look inward and examine the gaps between what they have and what they want: what expertise should be retained, what skills and competencies are in the surplus, and what skills are missing. The world of employment has changed so much that organizations now experience a shortage in some skills and competencies essential for their growth. Among others, this is the result of an entire generation leaving the workforce (the baby boomers), changes in technological processes and Generation Y joining the workforce. To address these challenges and develop the future leadership of the organization, organizations must focus on recruiting the right talent into the organization.
In a study by IDC in 2010, executives were asked to rank the most important initiatives in the field of talent management carried out in their organization that had the strongest impact on their business objectives in the area of human resources. It is not surprising that the top ranking issues were: alignment in accordance with business objectives, recruitment, and performance management.
When an organization decides to change its corporate strategy, the HR department must respond almost immediately: it must identify the set of skills required to carry out the current strategy, and it must plan and execute a structured recruitment process to bring on board the missing skills. The nature of the recruitment manager’s job changes accordingly. He or she can no longer be satisfied with receiving instructions and job requirements as defined by professional managers. He must take into account the full range of strategic plans relating to the employee skills, directions for future growth, internal mobility as part of job promotion, performance management, and more.
“The people make the organization” is no longer an empty expression. More and more organizations have realized that to obtain better business results they must invest in employees or rather in the talent pool. In recent years we have seen increasing investment by organizations in technological systems for performance management and in learning management systems in order to deepen and enhance capabilities and skills within the organization.
Strategic recruitment must be based on analysis and planning of human resources: What kinds of employees/skills are required? When and where? What gaps currently exist in the critical positions in the organization, and in what direction does the business unit advance? What technologies are going to be used, and what new processes will be adopted?
Talent management will not succeed in earnest unless companies view the process as requiring integration of data, processes, and tools. When companies invest in this process, the result is greater revenue and profitability, more engaged employees and a much more effective organization.
Synerion Recruitment enables job management, capture of applicant resumes from various channels (e-mail, scan, fax, and social networks), creation of an applicant pool, and bi-directional matching between applicant and job requirements to identify candidates most suitable for the organization’s needs.
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