2011 marks anew for all industries alike. The Staffing Industry is not immune to change, nor should it pretend to be. Since 2009 a lot has changed, and the Staffing Industry is becoming a whole new animal. From Margaret attending the Staffing Industry Executive Forum in Miami, we've accumulated some valuable information for anyone and everyone involved with the Staffing Industry.
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Composed by: Stephanie Marberry, PhD
You know what really grinds my gears?…Lindsay Lohan….just kidding!The focus of this discussion is on the difference in the distinction between recruitment and selection. Some of you may say there is no difference, some of you may say that they are completely different processes, and the rest of you may say who the heck cares!
The truth is that some terminology resonates better with business professionals than others. Certain words, like recruiter, carry a particular stigma because there is a certain perception that the recruitment industry does not add value. In my world this is not always the case, some of my best clients are recruiters and my partner for the past 2.5 years owned her own staffing firm and was a recruiter! Where the distinction exists is when recruiters incorporate selection into the hiring process. However, I have witnessed that no one really understands what the term selection means and why it is different from the recruiting process.
There is a distinct difference between the way companies define recruitment. What I have heard from senior executives, and hiring managers is that recruitment by a 3rd party is a process where people or resumes are thrown at them without any regard to quality or fit. This is not always the case but somehow this is the perception that exists. I have even heard the term head hunters, which creates even more of a negative connotation implying that anyone is fair game!!!! When we talk about 3rd party recruiters I do think one bad apple has spoiled the bunch. The 3rd party recruiters that I have been working with are actively looking to incorporate selection into their process in order to become a true partner with their clients.
So what’s the real difference between recruitment and selection besides the fact that one word carries bad rap? When I teach on the topic of Industrial-Organizational Psychology there is not much emphasis placed on the science or strategy behind recruitment. In fact there are only a few pages dedicated to a discussion on recruitment in most textbooks. Recruitment is defined as a process to increase the pool of job applicants that meet the organization’s legal and social obligations thereby also increasing the success rate of the selection process. In the classroom I discuss various ways to source candidates and the effect that specific messages or people might have on the candidate’s first impression of the company. So the strategy surrounds different ways to find and attract the most candidates for the job and company.
What is emphasized in the world of Industrial Psychology is the idea of personnel or human resource selection. Human Resource selection involves a scientific process that begins with the development of a selection program which includes a full job analysis where the tasks, resources, work environment, and performance measures that characterize the job are defined. The creation of a selection program also involves the identification of worker characteristics required (i.e., knowledge, skills, and abilities), the development of various assessment devices (e.g., tests, interviews, personality and behavioral measures), and the validation of these devices (e.g., does the measure predict performance on the job). In the end the selection process should allow a company to systematically collect and combine information from valid selection instruments to make hiring decisions that result in top performers to drive the company’s efficiency and effectiveness. Companies can even take this one step further by evaluating and monitoring their selection process through a utility analysis or with other ROI forms of measurement (i.e., turnover, profitability, satisfaction, engagement).
As a consultant for KeenHire I find myself involved in both recruitment and selection and I see that they are highly inter-related (you can’t have one without the other!). So why does this gap have to exist where recruitment is offered separately from selection? These are distinct terms but they should not be offered independently. Further, selection is the necessary piece in making the right hire and if is not conducted appropriately it can lead to negative outcomes. Both corporations and recruiters who are not incorporating a selection system into their hiring process need to look at what it is costing them. For corporations it might be wasted time, money and resources hiring and developing an employee who is not the right fit and does not make any impact on the job. For recruiters it might be lost business due to less expensive alternatives that deliver the same results because they do not offer anything different than the competition.
So is it truly a lack of awareness about the distinction between recruitment and selection or is there some other reason why selection is under-utilized? I am still struggling to find the appropriate answer to this question but in any event, it grinds my gears!!!
LOS ANGELES – Silicon Valley, the largest and most influential
high-tech center in the world, continues to lead all other metropolitan
regions in North America in the breadth and scope of economic activity
it creates through technological innovation. But many other metros have
built strong and diverse industries that should allow them to prosper
when the global economy recovers, according to a new report from the
Milken Institute.
“High-tech industries are an important and sustaining anchor for regions to survive the slump and to rebuild their economies around high-wage jobs,” says Ross DeVol, Director of Regional Economics at the Institute and author of the newly released report, North America’s High-Tech Economy: The Geography of Knowledge-Based Industries.
“Every sector has been impacted by the current economic downturn, but high-tech centers will come out on top,” continues DeVol. “In 2003, many said that the era of technology-based economic development was over. However, the industry defied the naysayers and grew rapidly in the following years, proving that regions that promote and sustain the vital inputs to a high-tech sector are best prepared to recover and generate broader stability and growth.”
According to the study, which ranks the top high-tech centers in the U.S., Canada and Mexico, most of the top tech metros are well known – like Seattle, Cambridge, Washington, D.C., New York and San Francisco. But there are many lesser-known regions that have made tremendous inroads in the past decade to build their technology assets, such as Toronto, Canada; Kalamazoo, Mich.; and even Baja California.
The top-ten rankings for the preeminent high-tech metros in North America:
