Bringing them in so you can kick them out
As part of the problem that I see in separating HR from recruiting, one of the major ones that I really didn’t touch on as much as I would have liked is the management of the employee lifecycle at the company. Setting proper expectations on the front end of an interview and sending that consistent message throughout leads to a much smoother start for a new employee if they are hired. Similarly, taking the proper steps to educate, train, develop and retain an employee makes sure that unnecessary turnover is avoided. That means more time can be spent on developing relationships and making the extra effort to fill a tough req rather than spend time on keeping the revolving door swinging.
So while it might seem like I was picking on recruiters in my last article, my frustration grows with an HR department that can’t keep people sitting at their desks. And while my frustration is high with an HR department that can’t keep seats filled, my frustration can be accelerated with management that wants to doom an HR department with their policies, pay structure and lifecycle management. And that’s where the buck stops.
Everybody who is anybody in management has said that people make the difference in your company. Your HR department head should be reporting to your CEO, not to an Operations or Finance (yuck) head. It is so critically important that it should be laid at the feet of the headcheese that if they don’t understand the value of their HR department, their company is going nowhere. Their HR department knows if your business has become a revolving door. And if they are worth anything, they will know (at least partially) why that is the case. And if you have done good and invested wisely in them, they will often tell you what can remedy the situation.
But if you are an executive and you continue down the path of no return, you won’t be coming to me and ask why can’t fill reqs. You will know why I can’t fill reqs. And it will be laid at your feet.
Comments
Leave a Reply








