What’s the Problem With “Just-In-Time” Recruitment?
How many times has a requisition(s) for a new department, acquisition or project been dropped on your desk with the expectation of you walking on water and moving mountains to fill them immediately?
Over the course of my career, this has happened to me countless times. Sometimes, I had great news for my hiring managers and other times I had nothing for them.
Those of us who have been in Talent Acquisition and/or Recruitment roles for a while know that there was a space and time where you would source your heart out against regularly-filled requisitions to amass a database of names. These were people you could put to work when opportunities arose. You were able to do this because you had some inkling or clue as to what the needs would be in the future.
Fast forward to now, the wants, needs, and priorities of today’s candidates are ever-changing. This makes the concept of casting a wide net, baiting and catching anyone who can breathe; an archaic modus operandi for recruitment.
I’m not sure when someone in HR or otherwise made a collective decision to shut recruitment out of workforce planning discussions – but it happened. Suddenly, every requisition is a new awakening and you are in a just-in-time mode – satisfying as many of your requisitions as possible in an absurd amount of time.
What’s the problem with “Just-In-Time” Recruitment?
Here’s a shortlist:
- It’s reactive versus proactive.
- It becomes hard to focus on quality when your sole objective is to fill a requisition.
- It creates a further divide between what is needed by the organization and the potential value Talent Acquisition can provide.
From a business strategy perspective, any solid or potential plans for expansion, acquisition, joint ventures etc. should be discussed with your recruitment team. If they know what is coming down the pike they can better strategize and ensure that optimal levels of staff are achieved.
It’s called…workforce planning
The ideal scenario is: You, the owner of the organization or member of the C-Suite decides where the business goes next. In turn, we proactively work with you to see that you have reasonable timelines established for the recruitment process and a strategy for hiring and on-boarding people properly so they start off on the right foot.
Step it up, TA Managers!
Additionally, talent acquisition managers have to be strong enough to force their way into those conversations in the first place. There’s nothing more infuriating to recruiters than having a TA manager who sits idly by; while the organization sets them up to fail with last minute requests for bulk hiring. If you are a TA lead or manager, it is your job to set reasonable expectations for what your team can accomplish given the time and resources that are allotted.
If you say nothing and accept it, the entire organization expects that you and your team are on-demand entities ready to funnel them candidates no matter what they throw at you.
Here are some tips on how you can get out of the Just-In-Time rut:
- Push back on unreasonable timelines and expectations for staffing when they arise.Educate your internal partners about why the timeline and/or requests are unreasonable and provide timely alternatives for them.
- Get your recruitment team in operational meetings so they have a global view of future hiring needs. Rotate team members at these meetings and have them come back and debrief the other recruiters on the state of affairs.
- Map out a timeline and create a plan for expansions, acquisitions and projects so every recruiter can take stock of what they have and plan their recruitment efforts accordingly.This will allow for a more proactive approach to the support you provide and set the team up for success.
- If you really want to be progressive, rate your hiring managers on their time and ability to anticipate staffing shortages. When Just-In-Time requests start to affect their performance ratings and increases, you will be likely to see less of this. Accountability wins every time.
Advisors Will Be Extinct in 5 Years Unless…
I’ve had financial advisors for more than 40 years. Not once in those years have I called my advisor to find out what stock/funds I should buy or sell. But I have called to find out where I should get my first mortgage, when to sell my house, or how much income I could get in retirement.
In short -- and I think I’m pretty typical – I was looking for financial advice, as it relates to my life.
Here’s the disconnect, what most advisors do is simply manage their clients’ assets. They determine what to buy, and what to sell, they think about risk management, about growing their practice by finding new clients and about getting paid.
Historically that has been the business model. But as more women take control over financial assets, they, like me, will be looking for a different experience. And unless the financial community is willing to change ….. advisors, as they are today will be extinct in five years.
Advisors who want to survive will have to do a lot more than just manage money – they will have to provide genuine “advice”. That means doing what’s right for the client, not pushing product and pretending it’s advice.
Women especially, but all investors generally, are becoming more and more cynical. They says, “If I want advice about reducing my debt, that’s what I want and not ‘here’s more debt’ because that’s what my advisor gets paid for! And if saving taxes is what I want then saving taxes should take precedent over selling me a product.”
You may be thinking that spending your time providing advice isn’t lucrative but the reality is that in the long run – it pays off in spades. The advisors who take the time to build real relationships with clients, who provide advice as it relates to their clients’ lives, even when there is no immediate financial benefit to themselves, those who don’t simply push product – are the ones who over time have the most successful practices.
Generally women understand and value service, but they will say, “If I’m paying, I want to know what I’m paying for: Is it for returns? Is it for advice? Is it for administration? I want to know. Then I can make up my mind what’s worth it and what isn’t.”
Investing is becoming a commoditized business and technology is replacing research that no one else can find. Today the average advisor is hard pressed to consistently beat the markets, and with women emerging as the client of the future, unless they start providing real advice, their jobs will likely be extinct in five years.
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