The importance of an effective recruit process!

imageThe importance of an effective recruit process!An effective recruit process is arguably one of the most significant factors for successfully growing any organisation. Making successful appointments is like feeding a hungry organisation rocket fuel. Making miserable appointments, strangles growth, cause irrepairable damage to organisation credibility and reputation, and wastes incredible amounts of time and money. However the recruit process remains one of the most neglected of processes in many growing organisations. Organisations in a ‘growth’ phase are often also in a ‘catch up’ phase. Frequently an organisation will be faced with adding resource when a business has attracted increased orders and needs to install resource to produce output that satisfies demand. Inevitably in this case, which will in fact be most cases, activity levels in the department(s) requiring resource are already stretching to the limit all occupants of that department from trainees through to the department manager. The department manager, when the pressure is on will most probably take off his long distance glasses and don his fire fighting garb much to the myopic masachistic satisfaction of his department members and the short term pleasure of his operations director. Meanwhile members of the marketing group are so bouyed by the increase in demand from existing customers that they have worked extra hard and visited potential new customers in a market segment dominated by a competitor who is having some process problems. They secure trial orders from new customers that, if satisfied in a timely fashion with quality product could result in revenue growth equivalent to thirty percent in the current financial year. The Marketing Director organises an informal ‘celebratory lunch’ and invites the Operations Director and related senior staff to indulge in the revelations of the latest marketing success. The Operations Director’s appetite has gone.. he slips out of the local restaurant to phone the department manager of the most bottle-necked of the groups in the product supply process, telling him in no uncertain terms he’d better get his butt into gear. He makes a second call to the Human Resources manager (marginally avoiding a blasphemous opening) to request recruit effort for equipment technicians and process engineers. The Human Resources manager is exasperated and frustrated but has to admit that, under instruction from the board, all available recruit effort has been allocated to the marketing group who have revealed to the board that with some increased geo credible resource, order revenue increases in the magnitude of thirty to fifty percent could be secured in this current financial year. Detecting the crackle of a broken man in the tones of the Operations Directors plea for recruit effort, the HR Manager set an hour aside to address the problem. In a little under the hour he had secured the effort of an elderly accounts payable clerk who was within three months of retirement, working part time, and responsible for accounts that were largely static due to a product mix change. He had also secured the efforts of a trainee planner who had spent some college release time in the planning department and had just completed her diploma course and was due to start full time in the planning department in two weeks time. Both would report immmediately to the HR department the next time they were on site (which no one was able to be specific about) and be allocated to the task of recruiting technicians and engineers for the Operations Director in an attempt to return some harmony to his tones. Unfortunately there would be no one to show them the recruit process, they would have to work from intuition, (in)experience and inspiration and in tandem with a department manager in his fire fighting garb, afraid to leave the ‘floor’ and desperate for increased resource. Whilst organisations have immaculate manufacturing processes, nurtured by process development and guarded by refined process control techiques that are policed by ‘quality’ groups often with their own reporting structure into the CEO, organisations still neglect the process that is arguably one of the most significant factors of successful growth in organisations.. the recruit process. The recruit process must be subject to incredible scrutiny, be constantly refined and developed and be held in the highest esteem by all levels of the organisation if any organisation is serious about successful growth.
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This entry was posted on Sunday, March 21st, 2010 at 7:38 pm and is filed under College security. You can follow any responses to this entry through the RSS 2.0 feed. Both comments and pings are currently closed.

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