The Systematic Hiring Plan

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Nicole Dominique Le Maire
Nicole has gained a reputation as a highly valued leader within the international Human Resources Industry. Nicole is an expert in leading people-based activity from a strategic and operational perspective, with a gift for developing talent. New To HR puts the fun back into the people function. New To HR was founded in 2013, supporting individuals and organisations anywhere in the world. The company aims to develop into a support community by entering into partnerships with knowledge institutes, top universities and NGO’s all over the world.
Nicole Dominique Le Maire

@@NicoleLeMaire

Global People Advisor. Director @thepeopleengine @NewToHR. Busy with a #HR project? and need a bit of help. Let's start 🙂 #dyslexic #remoteworker #digitalnomad
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Nicole Dominique Le Maire
Nicole Dominique Le Maire

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The Systematic Hiring Plan

2015 is appearing to be one of the best years for labor market improvement. As this continues to rise, so too will the demand for high-talent employees.

Though this may seem promising, finding the right employees has always been a challenge. Counter this by learning how to find and use quantitative information to restructure the workforce flow to better influence the company’s overall strategy for finding and maintaining promising talent. Through metrics comes great power over the decisions of those governing HR.

The systematic hiring plan first and foremost is a redesign of talent management and acquisition.

While previous plans followed rules that could provide no real evidence either for or against hiring practices, the systematic hiring plan is focused on numbers and measurable data. By tracking and mapping as many quantitative aspects as possible, HR can begin to determine just what, exactly, makes some candidates better suited for the company than others. While this may be slow to start, continuing its implementation will only lead to a better comprehension of the hiring pool.

Involving metrics also works to mitigate risk.

Pulling in new talent is always a risky time as there is no telling if they will fit the organization and vice versa. The time and energy it takes to find, interview and hire a new worker is all time and money taken away from the company, making a bad match incredibly detrimental. The fewer of these there are, the more energy is saved that can be focused back on internal company functioning. Only through measured results can you begin to see patterns in what is shown to be successful and what is not.

Such data can then be used to accurately chart the current and future needs of the company. Knowing exactly who was hired, when they were and what section they were placed in gives you a map of the different divisions and the assumed experience and talent in each one. Through tracking this, you can start to move those with more wide spread skills to functions departments that need help before seeking outside assistance. You will also know exactly what skill sets you need to look for when hiring new talent based on the gaps shown by the data.

Companies will continually seek out the best and the brightest, but nothing is more detrimental to its image than continually hiring those that are not properly matched.

Through the implementation of tracking quantitative data, the systematic hiring plan trumps any other currently in place. The data can be used to predict common occurrences in addition to keeping upper management informed using hard data.

If your hiring process is still based around ideas, spend this next year determining the specifics your company needs to make better decisions for a better future.

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