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In earlier days, Recruiting was practiced as a reactive art. The
employment requisition, itself a highly politicized instrument, is issued
following the agreed upon determination that a need for a new or
replacement employee exists. Given typical organizational functioning, the
"req" was traditionally released between 6 days and 6 months after the
requirement became clear. As a result, a professional recruiter was on the
receiving end of the organizations slowness to respond to market
conditions. This created an environment that was failure prone and layered
with "ass covering".
In Icarian's approach, managing current and future requirements
simultaneously allows the organization to spot its own hiring, attrition
and retention trends while maximizing the output of each individual in the
company. Training and assignment rotation get folded into the Recruiting
process. Icarian's contribution has been to expand the language of
Recruiting.
In the immediate future, all Recruiting Operations will be required (by
market forces) to view their efforts on a five-year horizon line. The
operational question has become: "What are your employment requirements
over the next five years?" In order to guarantee the availability of an
adequate (and adequately trained) workforce, Recruiting Organizations will
increasingly build broad talent pools that can be drawn from over time.
In more physical settings, the American inventory system has undergone
radical changes over the past 20 years. From balance sheets that were
drowning in excessive inventory, industry has tamed the beast with
Just-In-Time practices that require tight communication between
departments within a firm and their vendors. Built using Enterprise
Software systems from Peoplesoft, SAP, Oracle, Lawson, Baan and others,
these 21st Century inventory practices have streamlined capital structures
while making firms more productive and able to adapt to changing market
conditions. The central component of inventory practice is a firm's
capacity to adequately describe production requirements over both long and
very short terms.
As HR Departments (or their successors) move towards more fully
grappling with the Labor Shortage, they discover that some of the answers
can be found in these approaches. Knowing which human assets are required
when and where allows the cultivation of value-based relationships. It
also fosters a climate of feasibility in the HR Departments that take a
longer view.
During 2001, the language of HR Departments will evolve to include
Human Capital Management, Human Inventory Management and Minus 30
Recruiting (the idea that a candidate can be in an orientation program in
advance of the physical requirement). The realities may catch up with the
language in 2002 or 2003. The Peoplesoft Recruiting Village is a step in
the right direction.
Icarian Peoplesoft *Excerpt from the 24 Trends In
Electonic Recruiting.
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