Organizations may choose to allocate more resources to internal functions, rather than staffing because of the immediate returns they may see with the implementation of new processes and procedures to current employees. For example, if a sales manager decides to bring in new enablement tools to assist in the outreach process to prospects, this could increase efficiencies for current sales reps and make their jobs easier, which would save the company time and labor. While on the other hand, they could hire people with previous skills and success with the tools previously provided. The trade off would be the financial impact in the long run of these two decisions, the enablement tool would be costly to implement, but provide a wider impact than hiring higher quality talent – which is also costly to bring on. Overall, a company should evaluate its competitive strategy, and align those goals with the best resource allocation strategy. Which for some, would be hiring more top talent, and focusing on staffing. For others, implementing and investing into current processes to streamline internal workflows.
Some potential strengths of not prioritizing recruitment would be allowing more focus on resources to core business processes. If you are a publicly traded company with earnings coming up, maximizing topline revenue is best achieved by building a strong client base that increases that revenue. A weakness of this, is falling behind the curve of industry innovations, while potentially missing out on trends or talent that could have an even stronger positive impact of future revenues. I strongly believe a good mix of the two processes is the key to sustaining long term growth in a business. All companies want to grow revenue, and the hardest part is finding a way to do that responsibly while scaling the workforce at a sustainable level.