Organizations may provide a higher level of resources to their sales, marketing teams because of the direct link they may have on product creation or revenues in comparison to employee recruitment and selection. Revenues, profits and sales are typically some of the main priorities in business as its financial success will determine its future existence. Sales and marketing teams are seen as essential and direct contributors to the bottom line. On the other hand employee recruiting and selection is typically seen as a cost center to the organization along with other HR functions. These prioritizations will dictate resource allocation respectively and may leave recruiting with basic resources and providing large budgets to the sales and marketing teams to promote products and increase sales.
Potential Strengths of not prioritizing recruitment and selection include:
- The organization has resources to allocate to employee benefits such as profit sharing, production/sales incentives, retention bonuses which can help retain and also encourage innovation in a learning organization.
- Focusing resources on sales and marketing can aid in increased sales or new customer acquisition.
- Completion of CapX projects to create new efficiencies or add production capacity.
Potential Weaknesses of not prioritizing recruitment and selection:
- Delays in hiring can be costly to an organization. The delays can be due to lack of resources to promote job posts, marketing materials, and career fair participation.
- Making the wrong hiring decision can hurt an organization and can be costly ( lack of productivity, set backs, mistakes, recruiting a new person into the role)
- Competitive advantage of the organization will likely be affected since the selection of its employees is not prioritized. This will reflect in the company’s overall performance and ability to remain productive and profitable in the long run.
By Nicte Chandler
Another way to look at the importance of good staffing practices is with service organizations and those that deal with intellectual property. In this case, the lifeblood of the organization is not how efficiently a process is completed or a part is manufactured, but how well the services or deliverables meet the needs of the client and stay within the allowable budget. The people drive the organization, and the financial success of the company is entirely depending on the people doing the work.
We have the hardest time finding great people. Because in reality, that’s exactly what we’re looking for – great people. All of our competitors have the qualifications necessary to do the same kind of work, but the key in winning the work and then successfully delivering it is having the great people in place who understand both the technical complexity of the thing and how to communicate and partner with the client.