The Internal Recruitment function is evolving at an amazing rate. I’m sure you know the platitude that if your internal rate of change is slower than the external rate of change then you will be left behind and eventually become a dinosaur.
Internal Recruitment as a profession isn’t even 20 yet – if it were a person, it wouldn’t be able to drink! When it started it had no dedicated software, no websites or job boards, no LinkedIn, Twitter or Facebook, only agency software converted for internal or master/managed vendor functions. It had few dedicated Internal Recruitment Professionals. Most of the work included managing agencies and placing reactive print based advertisements.
There have been many changes over Internal Recruitment’s eventful adolescence and the rate of change is ever increasing. The main focus of the change is turning one-dimensional recruitment into a multi-dimensional Talent Management function. Providing a one dimensional recruitment only service may meet your current needs but will not meet your organisations future needs.
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Talent Management, as defined by my colleague Dr John Sullivan is “the integrated process of ensuring that an organisation has a continuous supply of highly productive individuals in the right job, at the right time”. It involves the cohesive consolidation of Recruitment, Redeployment, Internal Mobility, Learning and Development and Performance Management.
Thinking about this, it makes sense. Consider that when you are sourcing high quality talent for lateral positions you must assess and predict who will make your most productive workers. Having analytics from your performance management system will significantly increase the accuracy of this prediction. When you are hiring talent at an entry level you must be certain your learning and development processes and systems will transform new talent into highly productive workers.
When I am talking to Internal Recruitment Directors about making the transition from recruitment to talent management I offer five reasons, these are:
Trevor has worked in the Recruitment, Information Technology and the Finance industries in various professional consulting roles. He is a recognised leader in human capital management for large organisations and is an active speaker at industry conferences in Australia and New Zealand. In his previous role, Trevor was the Managing Director of an Australasian consultancy business that consulted and operated Managing Vendors at many of Australia’s and New Zealand’s largest organisations.
Since the establishment of HCMS, Trevor has consulted to BHP, Coles Myer, Crown Casino, ASB Bank and Waitemata and Auckland District Health Boards in relation to their enterprise recruitment models including Recruitment Technology, Recruitment Processes, Preferred Recruitment Supplier Agreements and implementing and optimising Recruitment Centres.
Trevor is a subject matter expert in Recruitment Technology and Resource Management and has assisted many organisations to improve their effectiveness in these areas.