It is not uncommon for a company to open an emergency recruitment process, i.e., when it has lost a team member, when it is growing rapidly, or when it needs to plan for internal growth and has new spaces to manage with additional resources. Often in these cases, a crucial component is in short supply, but it is also the most important component in process management: time.
A large number of positions are opened in these circumstances, when there is very little room for planning. This also leads to another circumstance, namely the impossibility of adequately organizing onboarding. There is a third issue to consider: the correct design of the position, which could lead to changes during or after the new hire.
These are just some of the most common scenarios in the management of positions within a company. They are generally due to an underestimation of the importance of investing in correct and effective HR strategies. Put simply, when hiring, in most cases, you are recruiting rather than acquiring talent. However, it is important to be aware that in the current scenario, failing to plan your choices properly can have significant consequences not only in terms of costs and high turnover, but above all in terms of productivity. The best-performing companies will increasingly be those able to attract the best talent, and this simple fact cannot be emphasized enough.
Do recruitment means opening a position, posting an ad, conducting interviews, and hiring a resource. Doing talent acquisition It is something completely different: it is a long-term process that requires vision and strategy. This is especially necessary for positions where skills are in short supply. Furthermore, a high-profile figure will be difficult to replace in the short term. But be careful, strategy alone is not enough: you have to ask yourself how attractive a brand is. In this sense, companies should also manage their position in the market as employers. This has a lot to do with external communication. The company must therefore ask itself how successful it has been in communicating its world.
We can therefore identify some key elements related to talent acquisition:
- Internal analysis of key roles at any level of the organizational chart and requirements: mapping company resources must be based on today and tomorrow, i.e., measuring how many and what resources are available and what will be needed over time, based on future developments. This "census" is a tool that, if implemented and kept constantly updated, helps to maintain control of company events in terms of workforce.
- Exit risk and impact analysis: what happens if a resource, for whatever reason, is no longer in place? Assessing the impact of each professional role within the company is necessary in order to plan interventions, and this is done by anticipating scenarios, which will then no longer need to be managed in a "race against time" if a succession plan is drawn up correctly.
- Performance management: A thorough performance management plan helps identify skill gaps and the skills the company needs. During the selection process, it is crucial to draw up a job description based on the organization's actual needs.
- Succession plan: how are positions managed in the event of departures or transfers of resources? Knowing how to answer this question reduces costs and time: evaluating internal resources, including in light of training, collaborating with external partners and consultants to identify suitable resources, and structuring sustainable growth plans are all measures that can maintain an efficient structure.