In the past, companies hired only to fill job vacancies. Companies would just write a list of requirements that the applicant had to fulfill and that would be the end of the story. This is even observed in the รับทำ mou พม่า กัมพูชา ลาว job listings too.
After any given company finished detailing the specific qualities that a candidate was expected to meet for the job opening, the search for potential candidates would begin.
John Sullivan, program director of human resources management at the University of San Francisco, describes the traditional system like this: “If I need a basketball player. Is it because Michael Jordan has decided to quit his job?” As noted by Professor Sullivan, with this method the chance of finding the best people for the job is slim.
This type of method which focused on the position that was available at that moment, worked in a talent market because the supply was abundant, but in a tight market like today, companies must adopt a different strategy: they have to go hunting for talent and trap it even if they don;t have a specific opening for the talent.
This is called opportunistic recruitment and it may seem a bit strange, but the authors Ed Michaels, Helen Handfield-Jones and Beth Axelrod found three ways to make it work. The first is to identify the type of position for which a talented candidate would be suitable until the right position is available for him or her.
The second is to hire the candidate anyway, even if the specific position that you have in mind is not yet available. While you wait, the candidate can engage in special projects, and learn about the organization.
Third, create or book entry points for people with experience. These individuals must remain in those positions for only a short time, approximately six to eighteen months, so that the posts are vacant for the next employees to be hired.
General Electric is one of the companies that practices opportunistic recruitment. This corporation which is 50 times larger than Perkin-Elmer, is a leader in opportunistic recruitment. Today it hires more than one hundred people each year, scouting them from consulting companies, the military and other fields to place them in their “transient” destination such as business development or corporate audit position.
Companies that regularly hire people for transitory positions experience a gain in reputation in the eyes of candidates. Applicants have more confidence to accept offers when they see other people who have followed this path carrying senior positions at the company.
Various talents in one person is what companies want in a new employee, this has become the new way to look for the right prospect. Decades ago companies were looking for experienced candidates for a specific position and they didn’t need to look too far to find the right candidate but today the hiring game has changed.
Back in the day, companies would attend the same business schools or businesses in similar industries to meet their needs and find the right people each year. Today, in the continuing war for talent it is not likely to find enough talented individuals in those few places anymore.
Today companies have to look elsewhere. Companies are forced to hire people without the traditional background, but for many reasons this is better for them. To achieve this, each company must analyze by brainstorming all possible groups, networks and niches as new sources of talent.
As a candidate that wants to be discovered, it is important to stay on top of your skills and develop new talents all the time. This will ensure that a position will open up for you even if it isn’t through the field you thought you were most suited for. More often people climb the corporate ladder in the most unconventional ways, so it is important to think outside the box and think unconventionally.