Ask any employer, and he or she most likely agrees with the ancient axiom Good people are difficult to find. More than ever, global enterprises face an unprecedented degree of competition in recruiting and hiring the best candidates and talent at all levels of seniority. Ironically, while the hiring and retention of quality personnel is critical to the growth and survival of 21st century companies, the business processes and IT systems that support procurement and development of employees are often ill conceived, poorly managed and devoid of value.
All too often, corporate HR offices lose control of the hiring process without being aware of it. Despite the establishment of an entrenched vendor list, senior and junior managers from all business segments will have their own preferred vendors, creating unlimited potential for conflicts of interest and complicating the candidate search, recruitment and interview processes for the organization. In large labor markets such as London, New York, Hong Kong and Tokyo - where thousands of recruitment and executive search agencies exist - the problem can be compounded exponentially. And while many large organizations have robust customer relationship management implementations that address and streamline various vendor management processes, there is inevitably a lack of actionable data captured and maintained by these systems that will help recruitment firms and retained search firms add maximum value to the hiring process lifecycle and become better business partners.
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