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:
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.