Human Capital: Beyond a Talent Acquisition Function
“We didn’t achieve our results because HR needs to hire more people for our department!” How many times have we heard that? It is an age-old excuse that is wheeled out by senior executives, who are in reality, hiding behind the real reasons for their and their team’s failures.
Recruitment is a huge part of a organization’s strategy and success, and is an easy place to place the blame and point the finger when things don’t go as planned (though how many times are HR congratulated for recruiting well, when a team is meeting or exceeding targets?). It is by no means the whole story though. Like every part of a business, every function, every process, it is only one part of the whole. Yes it needs to be done correctly, but that alone will not guarantee a successful company.
A Real-Life Case Study
Recently I was made aware of a business which had several issues regarding recruitment. It was struggling to get enough people into the business, and at the end of the year when targets in other departments were not met, it was this that was held up by every single manager as the reason for their poor performance. As a result, this was deemed the sole reason for the company’s overall poor performance that year, and the only measures taken were those to improve the recruiting for the following year. This had the desired effect, and in the next 12 months 80% more people were brought in to the organization, and every department had its required headcount.
However, the results that year – despite operating with a full capacity – were worse than the year before, in fact it was one of the worst performances the company had seen for over a decade.
Though recruitment can be one of the problems for a poorly performing business, this example perfectly demonstrates two points:
- It will almost certainly be highlighted by managers and executives as the main reason
- There are many more factors that need to be done well, after the recruitment process, in order to achieve a successful and well-functioning business.
Why does recruitment get the blame?
There are several reasons the finger gets pointed in recruitment’s direction. First of all, it is a very easy metric to measure. There are tangible figures that are easy to recognize and interpret by the CEO down. It is also something that everyone feels they can do better, and practically every executive will be keen to bring in people from their own personal or professional network – regardless of whether they are a good fit for the role or company.
Nevertheless, Recruitment is also the #1 key element to many essential ethical factors within an organization, and is prominent in the success or otherwise of them. For instance, recruitment is the first place for choosing the right people; it is the first place to build engagement; the first place to make an impression. It is therefore little wonder it is the first place to use as an excuse when the business targets are not achieved!
Even though all human capital disciplines are important, recruitment is the place where the process and the journey starts. It is therefore crucial that it is done correctly. It is just as crucial however, that that process, that journey doesn’t start and finish with recruitment.
Qatar needs a “healthy recruitment’’ process where high ethical calibers are brought to the place. This will lead the nation towards achieving its vision.