The terms “talent acquisition” and “recruitment” are often confused as meaning the same thing, but this is not the case. There are key differences between the two, differences with which you should familiarize yourself if you’re looking to hire the most qualified candidates for specific positions within your company. For starters, recruitment means that you’re looking to hire someone, dare I say anyone, in order to fill a vacancy. Talent acquisition, on the other hand, is the process of strategically looking for specialists, leaders, future executives, or other qualified professionals for a specific position within the company. Let’s delve into both and take a look at which one is better depending on the industry and why:
- Recruitment – Again, recruitment is the process by which you look to fill vacant positions quickly and without much regard for the candidate’s’ particular specialties, if defined. Recruiting may be seen as reactive, meaning that a position recently opened up and it must be filled.
- Talent Acquisition – As previously stated, talent acquisition is all about actively searching for the most qualified candidate to hire for a specific position. This strategy is common among niche industries such as, medical, technology, legal, and even translation services. Kathleen Quinn Votaw, Founder and CEO of the HR consulting firm, TalenTrust, says that, “The areas with the greatest skills shortages are those that most need a talent strategy.” Typically, if you’re looking to hire people for a long-term position, you should aim for talent acquisition, so as to lower a potentially high turnover rate, which is a possible effect of recruiting less-qualified candidates.
Talent acquisition is becoming increasingly more popular, and usually requires some marketing strategies to make the position known to specific, potential candidates. As niche industries continue to grow and populate as preferred career paths, hiring managers within are simultaneously scouting out candidates with the best talent, who are most qualified, and who will both ameliorate, as well as benefit from working for, the company. Define whom you’re looking to hire and for which positions, and either recruit or acquire talent accordingly.
The modern role of a Human Resources Manager is to recruit, interview, and hire employees, ensure the happiness and wellbeing of the employees in the office environment, ensure compliance with labor laws and employment standards, among other assorted responsibilities. It is a big job trying to advocate for each individual in the office, as well as trying to balance employee satisfaction with meeting the goals, objectives, and overall standards of the company, but someone’s got to do it. Due to the difficulties of this job, there are common HR traps which some businesses may experience. Here are just a few, as well as tips on how to avoid or resolve them:
- Not Being Familiar with Employment Laws – As the HR rep, you should familiarize yourself with the proper procedures of hiring, maintaining, and terminating employees. If not, your company may be sued for improper or unlawful termination. Brainstorm clever interview questions that have to do with the job itself for which you are hiring, as well as a list of do’s and don’ts for your managers to follow during the interview process. These practices will help to ensure that you hire the best candidate for the position, and that you will be protected when it comes time to terminate.
- A Lack of an Onboarding Process – Onboarding means that a new employee is properly oriented with the office and that managers and employees are ready to welcome the new hire to the team. Nothing sends off a bad signal like an unacquainted, new employee who walks into an empty or quiet office on their first day, particularly when the manager or other essential personnel is absent upon the newbie’s arrival. A good practice is to make sure the manager is in the office before the new hire arrives, in order to greet and familiarize them with the workplace and environment. Current employees should also be informed of the new hire’s arrival and should invite him/her out to lunch to make them feel welcome and like a valued team member.
- Insufficient Training Periods – One of the most important, yet overlooked aspects of growing and expanding businesses is the need for continuous training. This is particularly common among smaller businesses because of the constant influx of new tasks and jobs. Combine that with the short history of the company, and you may end up with a recipe for disaster. These tasks are new to the company, meaning that people will have little-no knowledge of how to complete them. That’s where training comes into play. It is essential to train employees thoroughly, so they get a better grasp of their respective job duties, and, when the time comes, they can train someone else.
Don’t let your company be subject to common HR pitfalls and traps. The HR manager is on the front lines of the company, fighting with both the employees’ and the company’s ideals in mind. If you’ve experienced problems with your HR department, it might be time to consider formalizing it. This not only helps you hire and retain better employees, but you also build a positive reputation for your business.
It’s no secret that the military produces great leaders, and this has been proven, not only in the field, but in the office as well. Many successful businesses are led by individuals with some form of military background. For example, Verizon’s Chairman and CEO, Lowell McAdam, was in the U.S. Navy Civil Engineer Corps. for six years. Aside from discipline and obedience training as a results of boot camp, the military teaches you various skills and techniques that translate from victories on the battlefield to success in the boardroom. Here are just a few:
- Proper and Clean Attire – The military enforces a strict dress code down to shined shoes. Dressing sharp ‒ that is, well-fitting, professional clothes and coordinated outfits ‒ creates a sense of confidence, which is important in decision making and leading. Confidence is the key to making tough decisions and being sure about them, versus hesitation no matter which way you look at the situation.
- Becoming a People Person – First and foremost, the military teaches you to care for your team, and a strong team is founded on diversity. A diverse group of people means that each member has unique experiences, which may provide special skills, talent, or thought processes down the road in order to achieve goals or objectives.
- “Be, Know, Do”– Taken from the U.S. Army Manual of the same name, this is all about knowing how to do a job or perform a task. When giving instructions, orders, or just telling someone what to do job-wise, you yourself should know the ins and outs of the task itself. Lead by example and show them how to do it correctly, and they will follow suit.
The military mass-produces great leaders who can adapt and confidently lead their team into battle. The ability to adapt is important because once they’re out of the military, they can take what they’ve learned and modify it for an appropriate job setting, and achieve a level of success which might otherwise not be attainable.
(Initial or Renewal Course based on the 2015 AHA Guidelines)
Basic Life Support (BLS) is the foundation for saving lives after cardiac arrest. This course teaches both single-rescuer and team basic life support skills for application in both in-facility and prehospital settings. This course is designed for healthcare professionals and other personnel who need to know how to perform CPR and other basic cardiovascular life support skills.
In addition, BLS training can be appropriate for first responders, such as police officers and firefighters, as well as for laypeople whose work brings them into contact with members of the public, such as school, fitness center, or hotel and restaurant employees.
Students must pass a written exam and skills test in order to qualify for a BLS Course Completion Card.
Upon successful completion of this course, students will receive a completion cad valid for 2 years.
Conveniently scheduled on Saturday, please choose the session that works best for you.
Regular staff meetings, team meetings or company get-togethers can be a little like herding cats. Getting all of your employees with different backgrounds and skill sets, and trying to keep them connected, productive and guided toward a common goal is no easy task. To help manage these different personalities and skills, the weekly or biweekly staff meeting is critical to obtaining your business goals. Here are a few tips on how to run a successful staff meeting.
- Have Clear Objectives – There is nothing worse to team members than a meeting without a true purpose. A meeting must have a specific and defined purpose. In fact, meetings that have a written agenda tend to be more productive than meetings that do not. Standing meetings with vague purposes, such as “status updates,” are rarely a good use of time.
- Be Conscious of Time – Create an agenda that lays out everything you plan to cover in the meeting, along with a timeline that allots a certain number of minutes to each item, and email it to people in advance. Once you’re in the meeting, put that agenda up on a screen or whiteboard for others to see. This keeps people focused. No one likes to be trapped in the never-ending meeting when they have work piling up on their desk. It is also important to start on time and end on time as well.
- Ban Technology – Yes, we all live with our devices attached to us but that may be a bad thing in a staff meeting. Have one person keep notes but ask for the undivided attention of your team members during the meeting. This may mean banning smartphones and tablets during the meetings. If you don’t, you may find that your team members are emailing, surfing the web, or just playing around with their technology.
- Follow Up – Sometimes staff meetings become black holes where the information is mentioned once and never followed up on. In addition, it’s quite common for people to come away from the same meeting with very different interpretations of what went on. To reduce this risk, email a memo highlighting what was accomplished to all who attended and how the suggestions and comments will be dealt with.