Recognizing the flaws in relying too much on the way things have always been done
Moving toward the synchronization of people, process, and strategy
A well-intentioned and rigorous approach to job requirements, as detailed in the first of our series of webcasts, is an important first step for a best-in-class talent acquisition function. Once defined it all becomes about attracting the best-fitting candidates who are qualified for that position. What follows during the selection and hiring process only ratchets up the stakes as the organization zeroes in on its future employees.
Whether through the high-level oversight of a recruitment marketing strategy or the nitty-gritty work of the front-line recruiters, there is so much tactical work that goes into the phases of talent acquisition. Multiple stakeholders and myriad processes must work in tandem throughout the ongoing iterations of recruiting, interviewing, and eventually hiring. Success depends on a common language, guiding principles and an overarching strategy. Yet this synchronization of people, process and strategy is not all that common. Too often it looks more like chaos masquerading as agility with good hires providing a band aid to the turnover issues caused by poor decisions somewhere along the way.
But there are organizations that recognize the flaws in relying too much on the way things have always been done and aren’t afraid to innovate. And thankfully leaders within those organizations are willing to evangelize and detail the journey toward a better way. HCI is thrilled to welcome someone befitting that description, Tracie Sponenberg, SVP of HR at The Granite Group. She’ll be joined by Matt Poepsel of The Predictive Index as a co-facilitator to a session which promises to describe the great work that can be done in talent management once strategic HR pulls up a chair to the proverbial table.
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