Guest Contributor 11
Hospital leaders have recognized for some time that they need to rethink how they populate their boards. it's critical that today's boards include people who are expert in specific areas, such as finance, law, mergers and acquisitions, and the like. It's also critical that board members speak up and challenge conventional thinking.
Manufacturing in the U.S. was impressive in July. The Institute for Supply Management index for production was at a nine-year high, showing strong growth in manufacturing output. With such increased production, the sector will have to increase hiring – but this may prove difficult for some positions thanks to a skills gap.
A recent report from the Boston Consulting Group shows that skill shortages in manufacturing are not as pervasive as some may think.
By Robert Half International
In a perfect world, your staff would mesh seamlessly and always work in harmony. There would be no interpersonal tensions, only camaraderie and efficiency.
But we’re living in reality. In the real workplace, where each employee has his or her own particular temperament, work style and habits, harmony can be hard to come by. When opposing personalities and work styles are combined, friction and even outright conflict can occur.
By Robert Half International
The search for a suitable candidate to fill a vacancy can be challenging. At various stages in the process, companies tend to make critical errors that result in hiring the wrong person. Below are the six most common mistakes hiring managers make, along with ways to avoid or correct them.
1) Using a Job Description That Doesn’t Reflect Reality
Some companies dust off a job description before launching the hiring process only to stumble because their summary no longer reflects the job’s day-to-day responsibilities.
As hiring professionals, we’ve all been there. Your teams need support, but you don’t have the budget or resources to hire the desired people. Perhaps you find yourself in a hiring position, but can’t find the candidates that fit the bill. The difficulties of being a hiring manager are not characteristic of one particular industry or field. Everyone, from President Obama to the store owner next door, is faced with the difficult decisions that surround job creation and hiring. So what do we do?
Location is Not a Barrier
As the CEO of Bizo, a fast growing company in the technology industry, I have a simple solution, “in-shoring.” Here at Bizo, we not only hire the most highly-skilled people, but we also hire them just about as fast as we can find them –wherever we can find them. Bizo is just one of the tens of thousands of businesses that are in the same position. We realized early on, that to successfully build our company, we needed to hire only the best people. However, hiring people solely based in the local San Francisco Bay Area was a significant limitation—and sacrificing quality talent was just not something that we were willing to do. At the same time, we didn’t feel that we could build the right tight-knit culture we wanted by off-shoring to countries like India, Belarus or other far-away lands. The solution? Again, a simple one: use powerful, effective and inexpensive collaboration and communication technologies like Skype, Google Docs, Dropbox, instant messaging, and web conferencing to manage our company’s remote workforce and “in-shore.”
Wikipedia defines frienemies as “either an enemy disguised as a friend or a partner who is simultaneously a competitor and rival.” Think about it: In your experience, are recruiting and HR enemies disguised as friends, rivals, or true business partners?
Over the years, I have witnessed many organizations in which HR and recruiting are indeed frienemies. In other words, the relationship on paper is good, but there is an undercurrent of something you can't quite put your finger on. I've often wondered, “Was that a dig just now?” as someone offered a comment that could have really been either a compliment or a jab.
Let’s examine the differences between friends and frienemies in more detail:
- Protect one another's interests
- Respect each other’s differences
- Value one another’s contributions
- Support and reinforce the efforts of the other
- Respectfully disagree
- Encourage direct communication
- Shift the focus off the other person's accomplishments
- Devalue the other person's function
- Downplay the other person's contributions
- Undermine the other person's efforts
- Circumvent direct communications and favor gossip or tattle-tailing
- Plague new ideas with negativity
Frienemies in action
I’ve listened in on many meetings where one party talked about what was wrong with the new hires recruiting had brought on, or a manager mentioned that HR was not responding to some need. Such is the life of “frienemies,” as they just can’t help themselves. They sabotage you and secretly (or maybe not so secretly) enjoy it.
I’ve also witnessed many organizations where these two parties work powerfully in tandem. High levels of accountability and consistency are hallmarks of this type of environment, so it’s no surprise that these organizations happen to be the highest performing ones.
The potential for conflict between HR and recruiting is high, even though they often share a reporting structure. This is due in part to fundamental differences between the two groups:
- Each focuses on different skill sets.
- Often they are blended into the same hierarchy, typically under an HR umbrella, implying that greater value belongs to HR.
- HR may have more authority than recruiting.
- Recruiting is typically more operations-focused.
- HR is about administration and compliance.
- Recruiting is about selling an employment value proposition and company culture.
Most of the time, someone who is really good at HR rarely favors recruiting, and vice versa. This is because recruiting is more sales oriented, where HR is more administration oriented — and these are completely different skill sets. There is no good or bad; they are just different.
I will confess that I have my own biases. I started out strictly dedicated to talent acquisition. I would have made a terrible HR generalist. The thought of having to handle compensation and benefits was enough to send me into the fetal position in a corner. And here’s the key: You don't want me doing that work -- it’s not what I’m best at. The value I bring to an organization is in selling their employment value proposition to the market and figuring out who should work for them.
How can HR and recruiting work better together?
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