In today’s world, we live in a highly competitive business society. The way we think about growth and management is evolving, and the nature of competition is now reliant on who can get the best access to talent. As the skill based economy becomes more and more technical, and standards for recruitment begin to weed out generalist C Vs, organizations are finding themselves competing for human resources in an ever shrinking pool of candidates. This has now placed a premium on recruitment excellence within the HR functions of most organizations, but without the right help, the path to achieving such a label is still a very long and arduous journey fraught with many obstacles.

Bad leadership is clearly expensive and the fallback effect on the organization is most times disastrous and if serious measures of correction or patching are not taken, the organization might crumble.A bad hiring decision at the senior level could have serious implications that could impact the direction, strategy and operations of the company causing serious set-back.

In the banking Industry take for example, a bad or mismanaged recruitment exercise on the senior level employee could lead to fraud resulting from mismanagement of funds and cause the bank to lose huge amounts of money; and this is a problem that could be avoided if the right hands or talents were employed for the job.

In creating sustainable competitive advantage for today’s fast and dynamic market place, organizations need to assess their people and talent resources in line with their organization’s leadership. There is a pressing need to understand how the organisation’s leadership values and cultures fit with the HR narrative being sold both internally to existing staff and externally to potential new hires. A mismatch between the two could lead to damaging results.

Taking for example, the telecommunication industry which is characterized by an environment of constant change and innovations,technological advances etc, the work environment must also adapt with the new ways of operation the constant innovative rhythm brought about. Having a new senior level management hire might bring in new ways and concept of doing things which might somehow try to alter or clash with the existing cultures of the organization. How are these Organizational clashes managed so as not to have a negative effect on the business?

At the point of its recruitment drive for new leadership, this company could have benefited from a thorough understanding of its leadership needs, organizational fit from a cultural and value perspective,and other factors driving the implicit economy. In essence, putting each candidate’s profile under a microscope should be the bare minimum when it comes to assessing important attributes of their persona in order to:

  • Get a deeper insight into the motivations and drivers of each leader: It’s important to avoid attracting career executives that hop from one executive position to the next with little passion or commitment for the products/services your company offer. The short-sighted focus of these types of leaders generally leave companies in their wake stuck in a permanent state of transition between visions, and with little depth in strategic direction beyond the tenure of their residency.
  • Get a better understanding of their strengths and development areas
  • Closely examine what they have learnt from past experience
  • A better understanding of their intellectual capability, attitudes, values and aspirations

 Getting the best talent fora job is one of the most important factors Organizations should consider as that is one of the bed rocks of a thriving Business. In order to achieve this,an Organization must not solely rely on internal recruitment as there are a few set – backs in such mode of recruitment especially when recruiting senior level management hire. A more advanced mode of recruitment should be introduced like engaging the services of a 3rd party recruitment agency. There are a number of benefits embedded in this kind of recruitment among which are Extended  reach of some rare kinds of talents, having an in-depth knowledge of the market, having access to talents that corporate recruiters do not have, access  to key strategic skills among several others.