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    Reengineering The Recruitment Process

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    Enan Adnan
    The document discusses the need to reengineer recruitment processes due to changes in the workforce landscape from the COVID-19 pandemic. Three trends are noted: the increasing short shelf-life of skills, candidates can now be found outside traditional talent pools, and candidates are more selective about employers. Companies should prioritize potential over experience in hiring and show employees they care in order to attract valuable talent. Reform of outdated recruitment practices is an opportunity for businesses during the pandemic.

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    Reengineering The Recruitment Process

    Uploaded by

    Enan Adnan
    65 views2 pages
    The document discusses the need to reengineer recruitment processes due to changes in the workforce landscape from the COVID-19 pandemic. Three trends are noted: the increasing short shelf-life of skills, candidates can now be found outside traditional talent pools, and candidates are more selective about employers. Companies should prioritize potential over experience in hiring and show employees they care in order to attract valuable talent. Reform of outdated recruitment practices is an opportunity for businesses during the pandemic.

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    Reengineering the recruitment process

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    The document discusses the need to reengineer recruitment processes due to changes in the workforce landscape from the COVID-19 pandemic. Three trends are noted: the increasing short shelf-life of skills, candidates can now be found outside traditional talent pools, and candidates are more selective about employers. Companies should prioritize potential over experience in hiring and show employees they care in order to attract valuable talent. Reform of outdated recruitment practices is an opportunity for businesses during the pandemic.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    65 views2 pages

    Reengineering The Recruitment Process

    Uploaded by

    Enan Adnan
    The document discusses the need to reengineer recruitment processes due to changes in the workforce landscape from the COVID-19 pandemic. Three trends are noted: the increasing short shelf-life of skills, candidates can now be found outside traditional talent pools, and candidates are more selective about employers. Companies should prioritize potential over experience in hiring and show employees they care in order to attract valuable talent. Reform of outdated recruitment practices is an opportunity for businesses during the pandemic.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    Reengineering the Recruitment Process

    The whole overview of human resource management has taken a new turn because of the
    dynamic environment. The covid19 pandemic has shaken the whole system and many traditional
    business practices. As the whole business sector is very dynamic now so many opportunities are
    knocking in the door. Economy is recovering day by day as we are in the end phrase of the
    covid19 pandemic. So for success every business has to grab those opportunities, so to do that
    bringing the right people or manpower is crucial. By reengineering the recruitment process this
    goal can be achieved. So this article mainly discussed some new out of the box recruitment
    processes. The name of the article is “Reengineering the recruitment process” A version of
    this article appeared in the March–April 2021 issue of Harvard Business Review.
    https://hbr.org/2021/03/reengineering-the-recruitment-process
    Because of the dynamicity, there are many changes in the workforce landscape. An advisory firm
    Gartner has conducted a research study about the shifts and changes and came up with three
    trends which are making the traditional recruitment processes out of the date.
     First trend is the increasing short self-life of skills needed for many important roles.
    Every day, technology and the environment are changing. New technologies and updates
    require new sets of skills. A survey of 3,500 executives found that only 29% of new
    employees have all the skills required for current positions. There is a growing confusion
    as to what skills are needed in current and future jobs.
     Second, the regular recruitment process is becoming unsuccessful. Highly gifted
    candidates can now be found outside traditional talent clusters, such as leading
    universities and colleges. More and more people are acquiring critical skills informally
    on the job or in their basements.
     Finally, now a day’s valuable candidates are more aware about their self-worth so they
    are very selective about whom they want to work for. Businesses need to develop
    incentives to attract valuable talented candidates like employment value proposition
    which traditional recruitment processes do not focus on.
    Companies should focus on two key courses of action to adjust to these important trends:
    1. The recruiters should prioritize potential not experience. In the time of hiring, recruiters
    should look beyond the traditional talents pool. Normally, in the time of recruitment for
    a vacancy, recruiters set a skill set according to the previous employee which is wrong.
    Rather, they should think ahead of the time and recruit according to it also they should
    target total skill market not only academic.
    2. Companies have to show the employee they care about their human resources and by
    doing so, they can attract new valuable potential candidates. At some leading firms, HR
    departments hold focus groups to evaluate the expectations of job seekers. They
    benchmark their products against those of rivals, and scour social media and job-review
    sites.
    The pandemic challenges businesses to rethink traditional business practices, thus offering
    an opportunity to reform outdated recruitment practices.

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