How do we tie recruiting to fill new positions to development of a comprehensive succession strategy? People tend to talk about succession as a separate event from recruiting, but isn't there a connection between the two? We aren't far enough along on succession and the question has arisen in the context of our ongoing internal discussions.
—We Have Needs, services/software, Amherst, Massachusetts
Our recruiting methods are getting stale. We aren’t getting great results and it seems to be taking our recruiters more time to find qualified candidates. We rely on all the usual and time-tested methods to recruit, including traditional print ads and online job boards. It seems that the more options we have to post résumés, though, the harder it is to find standout candidates — people who genuinely jump off a résumé and say ‘Hire me.’ Makes me wonder if we are missing somewhere. Am I just venting or might we have a real problem with our recruiting strategy?
—Stuffy in Here, vice president of recruiting, services company, Union, New Jersey
What do we do when experienced employees don't want to mentor fresh blood? Specializing in products for which experienced talent is hard to recruit, my company has to focus a lot on developing new talent and training them on the technical skills to build a critical talent pipeline. Because of the overall economic volatility, the employees feel insecure of losing what they have. We have found out through exit interviews that young talent is leaving us because they receive little help and training from their seniors. We suspect fear of losing their current position is the reason. What do we do?
— No One Cares Here, manufacturing/production, Lahore, India