complex business environments and ever-changing scenarios. TodayÆs HR department needs a multi-tiered strategy that evaluates not only a candidateÆs background but his ôfitö in the organization, his ability to handle adaptive challenges, his unique knowledge base, and the alignment of his skills and potential with corporate goals and objectives.
Finally, HR needs a way of evaluating candidates as corporate human capital rather than just as individuals with a certain set of skills. As human capital, a candidate has intrinsic value to the corporation in terms of what he can do for itùand what he would do for a competitorÆs organization if hired there instead. This type of evaluation is most effectively accomplished with computer-based what-if scenarios rather than by the personal opinions of interviewers. The value to the organization of hiring the right people can be dramatic, and the ability to find the right people must be regarded as more of a science than a quest for superficial qualities that might indicate potential but promise nothing. Hiring several computer engineers with glasses in the hope of finding one that matches the potential of Bill Gates is a strategy doomed to failure; finding the candidate who really has that potential is a key to corporate success. HR is the pivotal agent in recruiting and hiring that candidate and bringing his human capital into the organization.
Operations Improvement Data Analysis
An analysis of the organizationÆs current recruitment process revealed several inadequacies:
The process would be greatly improved it preceded by strategic planning
Hiring managers provide HR with a broad-brush job description as a guide in hiring, but this does not provide enough information to select appropriate candidates
Existing employees are often omitted from consideration for jobs that they would be good candidates to fill, because HR is not aware of their skills or availability on...