As an Executive recruiter of over 18 years, my biggest bugbear is that leaders of organisations do not consider recruiting talent in the same way they evaluate the acquisition of a high value piece of manufacturing equipment or technology.
For some reason most leaders still see recruitment and the management of their talent as a cost and a transactional process. No idea why but all the evidence is out there to back this argument up.
This article takes a similar and frustrated view, providing advice to HR Leaders on how to get their Boards to reallly value to Talent Acquistion and Development programmes. Without high calibre people, Leaders have nothing and no business foundation to achieve their objectives and yet they still don't change their fiscal views of "Talent"
Success for a business of any size hinges on its people and their ability to make things happen. Top talent is expensive -- and wasted if it doesn’t move your business forward. Human resources leaders need to understand how the talent function can impact an entire organization and why human capital is a company’s most valuable asset. But if they can’t prove that significance to the rest of the leadership team, they’ll struggle to get the support they need. A well-rounded recruitment program isn’t a bonus; it’s a crucial part of meeting goals. Here’s a look at how HR leadership can prove the value of strategic recruitment and some of the tactics that can give your plan a bigger impact.