Recruitment and Hiring of Senior Staff: A Strategic HR Proposal
The development of a strong business is dependent on a strong sense of the importance of its human capital. To ensure that the human capital associated with the business is well equipped to help maintain innovate and grow a business is dependent on the organization's ability to recruit and hire effective leaders as well as all those involved in the business. Hiring senior staff is essential to developing core leadership within an organization that fulfills the organizations mission and goals and can lead those within the organization to build cohesion and effective internal development. There are arguments within some of these most effective organizations that stress that human capital is the singularly most important factor in growing a successful business as happy employees are more likely than all others to represent the organization well in every external transaction they are involved in no matter how brief that interaction (Yee, Yeung & Cheng, 2008). The software industry is highly competitive and is clearly a high-contact service organization, meaning that staff is frequently in contact with customers and often in very brief episodes.
Recruiting and hiring senior staff members becomes important for the development of a less senior staff that is empowered and in short happy to do their jobs and be led by senior staff to excellence. Demographic, telecommunications and overall business climate change demonstrate the need to reassert the importance of human resource management and reaffirm the role of recruitment in hiring excellent senior staff members (Devanna, Fombrun & Tichy, 1981, p. 51-53). Previously this organization sought to recruit senior staff through a complicated and site specific system of outside headhunters, often seeking to recruit industry leaders for senior staff positions that had already been identified by the company as valuable assets. This strategy though effective to some degree, in as much as the system responded to the need to recruit staff that had already proved outstanding in other industry organizations. The challenge of such a recruitment strategy is immense and costly, as recruitment then became dependent upon selling to those candidates the positive aspects of a personal employment change. This could come in the form of much higher wage and benefit offerings as well as higher levels of leadership responsibility and autonomy. This highly competitive recruitment strategy, from a very small pool of candidates across the industry has led to unprecedented employment packages that strain the company and also the industry and reinforce a top heavy senior staff and to some extent does not support greater innovation as its members are culled from an extremely small pool. This work will look at the ability of the company to use two new recruitment and hiring strategies for senior staff that will better serve the organization. The two strategies that are proposed here will be outside blitz recruitment of unknowns through innovative hiring practices using electronic resources and an internal recruitment strategy that will raise proven innovators already in the company to leadership and senior staff levels. Though the traditional headhunter strategy will still be supported to some degree, as industry insiders are often seeking better positions the stress on overselling positions with high level promises will be minimized to a more realistic level (Marquez, 2009).
The options associated with recruitment are relatively vast, as human resource recruitment can take place on an exclusively internal scale, where all the legwork is done by HR or it can share such responsibilities with an outside agency or organization. The goal of this proposal is to stress the need to train HR staff to shoulder the burden of the process as there is no better place than the source to better understand the real nature of the position as well as the business culture and opportunity that the individual being recruited will enter into if he or she accepts the position being offered. Outsiders can unintentionally skew opportunities and force the hand of the organization to meet unrealistic expectations of those recruited. Additionally, this alternative is costly, as the headhunting organization usually demands a percentage of salary for a period after employment is secured and to meet expected outcomes of the new employee this burden often falls back on the organization to pay. So, not only is the individual being hired and compensated potentially unrealistically he or she might also be draining resources secondarily throughout his or her initial adjustment and/or training period. This creates significant negative pressure to perform, on the part of both the organization and the individual and the type of performance can be detrimental to the organization, creating unrealistic demands on both. It was once believed that such costs were a necessary aspect of recruiting powerful players but the situation has changed significantly, in two ways: one there are many more qualified individuals within the organization than ever before as a result of time and second the climate of information technology connectivity has expanded to create a huge pool of opportunity for recruitment technology. The climate of the software industry has also changed, the change is also associated with time, as the industry has become more steady and solid and less volatile, resulting in a need to centralize and reduce risk in hiring. Lastly, the overall business climate in the U.S. As a result of the recent recession has left millions of people out of work, some of those individuals are the very people we as an industry and a company would have had to hard sell several years ago but now instead who are eager to reengage in the workforce.
The internalization of the recruitment process, with the majority of legwork being done by HR staff may also require HR recruitment at an unprecedented level, especially considering the skeletal level the division has reached as a result of the recent limitations in hiring needs due to national economy. Any temporary trend for outsourcing HR that has resulted from the limitations on hiring over the last few years should be actively reversed, immediately. Therefor the rapid bolstering of the HR staff will begin the process of this proposed shift to centralized internal recruitment. Internal centralized recruitment where positions companywide will be actively recruited from inside the company itself, both in the HR staff external recruitment tactics and the need to review and cull new senior staff from the existing roles is an essential part of the future of HR and the future of this company.
This type of recruitment could be said to be demonstrative of new and emerging company recruitment, rather than recruitment by a mature company but it is clear that as a result of the recession and the austerity and changes that are a result of it the company and industry should see itself as just that a new emerging and growth oriented company. The HR strategy will first involve a rapid investment in Internet Networking Knowledge as well as major recruitment strategies online. Copy should be written and distributed, that is both realistic and reflective of the position being sought. Currently we must seek to hire several senior positions. Seeking proven leaders from a national electronic blitz will be a good starting strategy for bringing in new and innovative members of the senior staff. Additionally an electronic blitz campaign will improve the candidate pool, but requires only limited staff to create. The recruitment second and third stages, i.e. reducing the pool of applicants and then conducting first interviews will serve as the first real staff number obstacles. HR software will aide in the initial strategy to reduce the pool of applicants by weeding out those without the desired qualifications and experience and then staff will be tasked with reducing that number again via electronic research strategies on candidates. Social and business media networks as well as online publications and print publication involvement will be used to further reduce the applicant numbers. The final 10 candidates for each position will then likely move on to a live preliminary interview.
Of those senior positions that need to be recruited for the likelihood that most will be recruited internally is high, as the economic slump has stagnated many in the company who could have the potential to achieve great things in a more senior position, but have doggedly retained their current position in fear of the loss of it. Such loyalty and perseverance should be rewarded and the reliance on internal hiring will likely have a good impact on corporate climate adjustments as individuals who will possibly now be in more senior positions will be more aware of the corporate culture and be more likely to be able to adjust to change effectively. Seeking to hire internally will be done by opening the position detail in the internal system in the simultaneously with the beginning of the internet recruitment stage. Each applicant will be made aware that the position is an open position being advertised in and outside the company and will be selected…