Executive leaders are crying out for predictability and structure, yet they continue to engage in the same risky behaviour that has driven them to frustration.
Our approach to talent acquisition is structurally weak, and one bad decision can bring down everything you’ve worked hard to build.
Now is not the time to cut corners when it comes to the most important function of your business, talent.
Given the tightness of the marketplace & resistance from top talent to engage in the career exploration, finding the right people and keeping them beyond a year is proving to be a challenge.
We are okay to have multiple recruiters working on a given search at the same time, yet we employ the services of one mechanic if our car needs an oil change or one law firm if we are being sued. I’ve never heard anyone say that they were going to use multiple surgeons to remove an organ to increase the chances of a successful operation.
Despite the poor results and longer wait times to fill positions, decision makers are okay to stick with the status quo, and this has somehow translated to be what’s best for business.
It’s like repeatedly hitting your head against the wall and complaining about your headache.
What’s worse is that recruiters are complicit in this tragedy of a recruitment process.
We’ve done a poor job of communicating our value proposition, partly because most recruiters don’t know what that value proposition really is beyond just supplying resumes.
When you understand your value, you don’t need to negotiate, and you can comfortably walk away from something with no regrets.