Hiring Strategies followed by Organizations

People are the lifeblood of any organization. Whether the organization is in the traditional sectors like manufacturing or it is a “new economy” based one like IT and ITES, it needs to be staffed with people of caliber and mettle.

Hence, the kind of people that an organization hires is critical to the success of the organization. In this respect, the hiring strategies followed by organizations take on prominence in the competitive business environment of the 21st century.

Hiring can take place in many ways and at many levels. It can be for entry level positions or “lateral” hiring where people with experience are taken on board.

Further, hiring people can be based on competitive exams (entry level) and the personal approach favored by HR managers for senior level positions.

In recent times, hiring for the entry level has taken on an entirely new dimension with the campus recruitment procedures that rely on getting the best talent available from the campuses for companies wishing to hire for entry level positions.

The other way of hiring is through selective approach where the Staffing department entrusts the placement consultants with the task of identifying potential employees by picking “profiles” from employee databases and the consultants own database as well.

As outlined above, the different hiring strategies are for different levels in the organization. The most niche hiring takes place at senior levels where the essence is discreetness and hence dedicated consultants or HR professionals approach people at higher levels on a one-one basis.

Whatever be the hiring strategy deployed, the essential components of the process remain more or less the same. These include:

• choosing from the available candidates,
• taking a decision as to the pay and perks,
• making an offer and finally,
• getting them “on board”.

The hiring process ranges from as less a month or so to drawn out affairs for niche placement. The strategic imperatives that underpin hiring depend on the ability of the organization to effectively leverage its reputation, flexibility in the roles that are available, availability of skilled resources and finally, the package that the organization is willing to offer.

Most debates in organizations on the hiring process hinge on the length of time it takes to hire a person for a particular role and the package that the organization is willing to offer.

The term “fitment” is often used as HR jargon which is all about whether a particular person is suitable for the role that is being filled and how well he or she “fits” the job profile.

One of the reasons for attrition in organizations is the fact that many employees join them with a set of assumptions about their role only to have their hopes dashed in reality. Hence, in recent times, industry experts have focused on this aspect of ensuring that people are hired only if they are of the right fit.

In conclusion, hiring people is a key component of a company’s internal strategy and hence something that needs detailed attention and focus. We have touched upon the hiring strategies and the overview of the process. In subsequent articles, we would explore the topic further.