The current economic situation ordinarily referred to as the 'credit crunch', historically known as a 'recession', is bringing many changes to the way that businesses operate, and more importantly the way they recruit. Many business leaders and organisations recognise that the most important asset they have are the habitancy within that organisation, those habitancy that record the brand of the business and the culture it adopts. When recruiting, most positions can be broadly identified as falling into one of two categories:
1. Cash generators
2. Cash savers.
Save Energy
In the current atmosphere there a estimate of manufacturing and engineering businesses that are seeing toward headcount reduction as a means of enhancing cash flow, cost cutting and consequently enhancing profitability. With these redundancies there typically comes recruitment freezes and headcount freezes, understandable from a collective perspective. However, now is the time that recruitment should creep up the agenda for many businesses. In these increasingly competing times, and operating on a truly global basis there is a greater requirement to ensure that your team of habitancy are the best that the market can yield at the wages level being offered. A demand that all business leaders should be request is 'Have I got the best team to deliver the results that we want?'
Going out to market to recruit a new owner or director can be costly, taking individuals straight through redundancy programmes or compromise agreements can also be costly, and as a consequence many businesses fail to see the longer term financial benefits or going straight through these processes. If one private can rationalize the furnish chain, or sell out energy bills, or sell out downtime, or take out requisite levels of scrap or obsolescence and make savings in the region of circa £50k per annum then the introductory recruitment cost pails into insignificance and paradoxically saves money over the course of a year. The best individuals in the market can nothing else but work on businesses by adding hundreds of thousands of pounds to the bottom line. So the demand shouldn't be, 'can we afford to recruit?' but 'Can we afford not to recruit?'
If you decide, as a business that you do want to refresh and growth the skill base within your workforce there are a concentrate of important factors to bear in mind in the current climate:
1. There are more candidates ready in the market, which on the face of it appears to be beneficial, more option etc. However the consequence of this is that it is harder to recognize the very best candidate available. You need to ensure that you have a good benchmark for the positions that you recruit.
2. The best candidate may not be based in the locality, hence you need to consider either or not you can put a container together that will facilitate a candidate to move. The housing slump means that homeowners are seeing it harder to buy and sell property. Historically relocation packages are void of tax.
3. Your methods of candidate acquisition. There are many ways to source candidates in this digital age, some of these routes are lengthy and prove to be fruitless. If you rule to recruit directly yourself it's worth spending some time researching the best methods before starting.
4. If working with an outsourced supplier it's worthwhile scrutinizing the processes that they adopt and the potential systems in place. Failure on profit of a hunt firm or recruitment department to go straight through a potential process can mean an immoderate estimate of time that you will invest in interviewing candidates based on Cv's, the best Cv isn't all the time the best candidate, that can only be carefully by face to face interview using a robust potential model and competency based approach.
5. The heightened estimate of applications for certain roles brings greater risk of Tribunal action. There exists a huge estimate of Hr Legislation surrounding recruitment and there are umpteen reasons that a business can be taken to tribunal by a candidate applying to a exact role. The incidence of tribunal actions is increasing dramatically due to the desperation to procure employment by a estimate of businesses. If you recruit directly you need to know the legislation inside out to ensure that your business is protected. A quick fix is to use a recruitment business; they automatically become liable for any such action.
6. wages bandings are changing. Some functions and industries are taking the current financial uncertainty to revise the salaries that are offered. Whilst this may furnish a short term solution to shaving a few thousand pound off the bottom line, longer term, when the economy recovers are these the individuals that will be once again seeing on the job market to procure positions paying salaries that are commensurate with the job they are doing? The best recruitment exercised deliver candidates that furnish value over time.
7. Historically hunt Firms use a headhunt coming as a means of identifying good candidates. In more buoyant times candidates tend to be keen to hear about other opportunities, in times of uncertainty the general consensus is 'better the devil you know@ and are therefore more reluctant to engage in headhunt calls. If you rule that this is an option be sure that your offering is competing and provocative and that whoever you pick to administrate the process has the industry knowledge and credibility to make a worthwhile call, you only get one opening to headhunt.
Many businesses today are suffering down turn in orders, freeing capacity in a estimate of areas. This is the ideal time to conduct a skills analysis to enumerate your current situation, comprehension where you are right now and where you want to be in terms of the key skills in your business and those that are in shortage. This will allow you to invent a five year strategy for skill acquisition for the future and prepare your business for the impending growth and rise of the economy.
Manufacturing and Engineering Recruitment - Adapting to convert during 2009
No comments:
Post a Comment