Everything seems to be in transition. Our democracy. The economy. And many of us are in career transition. For some, it's through choice. For others, it's been forced on them. As the dust begins to settle (as it will), we all need to make the best possible decisions so that the right regeneration people are in place in the right regeneration roles - this will be critical if we, as a sector, are to rise to the challenges of the "New World".
So what needs to happen? First, regeneration roles need to be properly and honestly constructed. The proposition needs to be clear and the core skills and competencies need to be clearly defined. We in our sector are best placed to do this, nobody else. And those seeking appointment need to honestly appraise their skills and present a compelling case with absolute commitment and total enthusiasm.
Second: Organisations need to take full ownership of the attraction and appointment process. How do you engage with the market? How do you make the best possible hire? Huge amounts of money have been spent on this in recent years and, frankly, that money just won't be available in the future. We are going to have start looking for much more cost-effective ways of doing this. Direct sourcing provides the answer.
Third: Many of our colleagues are facing situations that they have not faced before. We owe it to them to provide them with support and guidance and that involves every one of us.
Fourth: When we do use third parties to support us in the hiring process we need to make sure they demonstrate what they will deliver and there needs to be absolute transparency around their approach and methodology. How do they add value? How doe we ensure that their commercial interests do not conflict with what we need them to deliver for us? We have all heard of horrendous recruitment stories. A complete industry has grown around this and it's all been made incredibly complex - we need to get back to basics. And fast.
We can learn a lot from Dell, which has embraced direct sourcing - cutting out the middle man and taking complete ownership of hiring at all levels. It has dramatically cut costs and improved performance through the recruitment lifecycle. The Internet and social networking sites now provide the tools to research the market and engage directly with potential candidates. There will be occasions where we need to use third parties to represent us in the market. But surely this should be the exception and not the rule - the business case for doing so must be clear and compelling. The days of the black book have long gone - so where is the added value?
It goes without saying that getting the right person in the right role is critical if we are going to rise to the challenges that we face. Let's take complete ownership of this and let's support each other. It's not rocket science (oops sorry, I did promise I'd never use that expression ever again!).
It is about time that today's business realised that it is the business itself that can recruit its greatest assets (its employees), not by utilizing some expensive C.V. bank which simply offers candidates towards a vacancy via 'database keywords'.
The recruiting business knows exactly what it requires, can tailor its recruitment methods to target a wide range of suitable candidates and can source the best candidates without employing the services of a recent school-leaver hidden in the offices of over-rated recruitment shops.
For the modern business to succeed with its employees it should use its own experience to recruit its required skill-base......... sales people who manipulate the truth to fill vacancies simply do not deliver the goods.