Legal placements

  • linkedin

Identifying and acquiring talent is an ongoing process

August 22, 2013 | Posted at 11:03 am

With the employment market in the United States a continuing source of good news for job seekers, companies looking to hire are increasingly conscious of the need to make the right appointment at the right time.

Finding quality staff is not just a matter of putting up a sign or posting an opening online and hoping that positions are filled. While this approach may have been adequate in the past, talent acquisition needs to be more targeted, and prudent organizations or hiring managers will seek to identify what they need long before they actually need it.

Asset management
According to Forbes, most companies don’t think about their workforce situation until a gap or vacancy appears in their existing staffing levels. This then panics the human resources department into an urgent scramble for replacements, which may not always end in the right result.

Successful or smart businesses do things in a different way. Acquiring talent should just not be a matter of finding a person when a job opens up or when a department asks for more workers, but an ongoing process that makes sure that the best people for the job are tracked on a regular basis.

If we compare the job marketplace to the sporting arena, the teams at the top are the ones that are constantly looking to improve and, while they may use different methods to identify who to buy or when to trade, the concept can be applied to business as well.

Companies can look for the right people long before they need them, especially when considering that was once a “buyer’s market” – in other words, job seekers were hoping to be hired – has morphed into a seller’s. Talented staff know that they can be an asset in whatever industry sector they choose to work in, and with demand so often exceeding supply, hiring managers need to make sure that they cover all bases.

This can be as simple as keeping an eye on the trade papers or status updates on professional social media networks. Top performers are rarely unemployed, so searching for them before a position becomes available can be a valuable resource, especially as it may uncover other potential staff members at the same time.

Hiring managers need to ask themselves three questions, according to Entrepreneur.com. Firstly, can that person do the job – an important factor in any endeavor. Secondly, will they do the job, in other words, how motivated will they be by the position offered. And thirdly, will they fit into the workplace itself?

Defining success
In a recent interview with the news source, Matt Szulik, the former CEO of North Carolina-based software company Red Hat, stated that this level of information can be gleaned by asking people to define what they think successful means.

“It’s amazing how fast 60 minutes can get filled, as an interviewer, by keeping your mouth shut and asking people to tell you their life’s journey as they’ve created their success model,” said Szulik.” I find that to be completely binary. The ones that have it can take you on a fantastic journey. The ones that don’t – who say, ‘You know what, I never really thought about that,’ – cannot.”

While each of the aforementioned questions are important considerations, the third is probably the most difficult to evaluate ahead of time.

Workplace culture is an increasingly valuable commodity in the hiring market and successful companies need individuals who are not only team players but also ones who will fit seamlessly into an established environment. To use the sporting analogy once again, hiring managers may want to bring in Tom Brady, but they could just as easily find themselves left with a Tim Tebow.