Delivery of goods, products and services, on time in full, and to the right standards of quality are the result of significant investment into getting it Right First Time. Quality is important for any business, albeit there will be different expectations on this dependent on what a company produces – a flying part will come under more scrutiny than a plastic party cup.
This rigor in quality is often a shared value between a supplier and a customer. Companies may employ quality engineers to work with their suppliers in getting the right quality of products in to their supply chain when they need it. This knitting together of need and capability, through a more partnership centric approach, not only drives quality but may also identify opportunities for cost saving which could improve margins for both supplier and customer. It’s an effective model that really helps drive business quality, best practice and competitiveness.
I often wonder why companies don’t use the same approach to their recruitment supply. After all, people are your most valuable asset right? And people buy from people, right? People can be the difference between profit and loss. Insert further adages about the value of people.
Recruitment is always an investment. Getting it right consistently can be game changing. Getting it wrong can be disastrous and the cost to be a business can be untold.
What would happen if companies invest into supplier quality with their recruitment suppliers? What would be the outcome on cost of identifying process improvements with your recruitment suppliers? What would happen to the quality of supply if a business worked with its supplier to mesh together its needs with the service provided?
What’s the net difference between strategic recruiting and transactional recruiting?
Talent acquisition is possibly the biggest shared challenge in global markets today. Talent shortages are everywhere and organisations are competing fiercely for the best and right people for their business.
I don’t know the answers to these questions. What I do know is that there exist many opportunities and operating models that can be adopted and applied to recruitment processes to improve OTIF, RFT and cost reduction – it only requires an open mind and intent.
So how do you think supplier quality investment would impact on recruitment supply.
Most important asset = people
Effort and investment to getting it right = minimal
Supplier quality engineers – travel the world to help their suppliers improve quality and OTIF, reduce cost etc. Has it ever crossed your mind what results you could get when recruiting if you opened your mind to doing something similar.