The Recruiting Agenda: How Exceptional Recruiting Organizations Respond in Changing Times (Part 4 of 4)

(See Part 1, Part 2, Part 3)Program Capabilities

Here in this final installment of describing an exceptional recruiting organization I will focus on developing project and program capabilities.  As an in-house recruiting organization we often work on projects in addition to day-to-day recruiting activities.

Organizations may focus on enhancing its business partnership with hiring managers.  The campus recruiting team may work to rebranding its internship and improving college-conversion rates.  The sourcing team may focus on developing new sourcing channels.

In this time of economic turmoil companies continue to drive for lowering cost and productivity improvements.  Recruiting need to focus on driving value and contribute to the bottom line.  Let us look at the SEE model for project and program management.

SEE Model

Strategic Focus – Programs and projects should be aligned to the organization’s goals and forward looking (i.e., long-term).

  • Business Drivers.  Evaluate the current and future competitive pressures such as technology, product, and markets.  A SWOT analysis will help.
  • Transactional or Transformational.  Consider whether a project is focused on incremental improvements to existing processes or driving transformative change.
  • People Issues. A critical component is an analysis of the organization’s people capabilities.  This include culture, competencies, structure and systems.  Important is driving those components which have a key impact on business strategy.

Effective Design – HR initiatives should achieve the objectives in which they were designed to accomplish.

  • Reduce Administrative Burden.  Often times HR functions are burdened with overlapping information systems.  Or there may be multiple points of manual transaction.  Eliminating redundancy can allow HR to spend limited resources on higher priority areas.
  • Unlocking Potential.  Such projects should harness the the great diversity of the people embedded in an organization.  Programs need to leverage upon the strengths of its people competencies across functional teams.  Those that limit cross fertilization need to be reevaluated.  
  • Quality and Consistency.  As organization grow in size and complexity there requires a need to scale HR services accordingly.  An emphasis on quality and consistency will help an organizations align with an competitive edge.

Efficient Programs –  Ultimately it is about how to implement quality HR programs that will make the difference.

  • Streamline.  Opportunities exist for everyone to align for a “1 HR” approach in order to improve the service delivery of HR to our business teams.  This approach will inevitably bring about a more consultative approach and improve team work across the HR functions.
  • Accountability.  HR need to be held accountable with measurable data and indicators.  Unsuccessful program need to be eliminated.  Those programs that show results should be allocated the necessary resources for continued success.

Many studies and reports show strong correlation between quality of HR practices and increased business
success.  Moreover, HR is constantly challenged with demonstrating strategic and and providing HR services.  HR leaders need to focus on leveraging the organization people capabilities.  Designing program necessarily need to be strategic, effective and efficient (SEE).

Leave a Reply

Your email address will not be published. Required fields are marked *