Basic Roles and Responsibilities of Manpower Recruiters

   Every organisation requires skilled and trained personnel for the development of business. Products and services are designed, manufactured, marketed and sold by people so it is important to choose qualified workforce for businesses to thrive. The basic function of manpower recruitment consultants involves recruiting the appropriate workforce for the growth of a business enterprise.


Basic Roles of Manpower Recruitment Agencies

Planning manpower: Every company requires an appropriate number of workforces. The staff level should neither be too high to cause loss to the company nor be too small to cause inadequacy to meet the production demands of the company. The recruitment agencies analyse the production of the company and decide the staffing levels required therein.

The manpower recruitment agencies can downsize or add to the existing workforce according to the requirements of the company. Several aspects such as existing labour force, the skills and potential of the labourers and anticipated retirements are taken into consideration before hiring new workforces.

Recruiting workforce: One of the major responsibilities and roles of the manpower recruitment agencies include recruiting the workforce. The job description is prepared according to the evaluations made by the recruiting forces. Candidates are selected according to the analysis of their education, personal traits, experience and expectations. It is the duty of the recruitment agencies to choose potential candidates who can fulfil the requirements of the concerned position.

Different techniques are adopted by the recruiting agencies to analyse and evaluate the aptitude and capability of the candidates before selecting them to the assigned posts. Recruitment involves various rounds of interviews that can help to assess the candidates from different perspectives.

Evaluation: Manpower recruitment agencies also evaluate the employees on the basis of their performance. Yearly assessments and appraisals are quite necessary for the beneficial growth of a business enterprise. Employees with potential are rewarded for their performance through yearly appraisals.

 The functions of manpower recruitment agencies also include motivation of the employees through financial benefits and rewards. It is the duty and responsibility of the human resource department to cater to the needs and working conditions of the employees.

 Today most of the companies avail the services of hr consultants for selecting and hiring skilled workforce. These consulting agencies are essential for developing various programs that prove to be beneficial to a company. These programs will also include reduction in expenses incurred by the company. There are various other employee services which are catered to by the human resource department.

 An effective human resource department also keeps record of various in house training programs attended by the employees. Training and education are indispensable for the developing the skills of the employees which further lead to the growth of the organisation. In other words, the development of the employees is another function of the human resource department. 

Talent Management Trends: 2011

Getting social with recruitment

Although social recruitment received a lot of hype over the last 12 months, unfortunately most companies are still scratching their heads when it comes to what they should be doing and how to do it. As a result, adoption has been slow off the mark and certainly not as quick as was predicted by many analysts. However, we can expect to see a more marked rise in the adoption of social recruitment, using the likes of Facebook, Linkedin  and Twitter during 2011, as companies continue to feel the pinch of challenging economic circumstances and seek more cost-effective ways of attracting and retaining top talent.

Dance at the top

The tough economic times felt by all businesses over the past year has meant that top management, in particular, has seen a reshuffle. This “dance at the top” of the organisation can have serious implications for the company at all levels, from employee morale to impact on stock price and the value of the business. As a result, over the next year it will be crucial for businesses to ensure that they have succession planning in place and are conducting regular performance management reviews so that they are fully prepared in the event of management moves.

Ensuring Britain has got ‘public sector’ talent

The public sector is an area where we will see more action in 2011. To date, the public sector hasn’t placed much of an emphasis on talent management. However, with recent budget cuts and the pressures that come from doing more with less, public sector organisations will have to place time and energy specifically in talent management if they are to be successful. Rather than taking a simplistic approach to any workforce cuts that need to be made, it will be essential to make sure that the organisation doesn’t lose its best people and that those who are left behind maintain their motivation. Therefore, it will be key to get evidence from people’s performance in order to help organisations trim down yet still be high performing so that they can deliver the services that the general public needs.

Graduates to earn high marks for their personal brand

It’s hardly surprising to learn that times are tough for new entrants to the job market and unfortunately it seems like it’s going to get harder before it gets better. This can be demoralising for young people who have spent time and money getting a good degree from a good University but when they do get a job they have to settle for lower pay than entry-level graduates in the past. In addition, traditional areas for recruitment, like the public sector, are becoming even more competitive and the benefits are not as good as they once were. As a result, graduates are making the private sector their main employment focus in the hopes that this is an area that will pick up faster.

However, in order to get a leg up the ladder, graduates can’t expect employers to come to them. Instead, they need to start on what should become a life-long, or at least a career-long, process of building their personal brand. This means being creative about the way they market themselves to prospective employers, using different tools such as social recruitment by creating and using a LinkedIn profile to contact relevant recruiters. It will also be essential to think outside the box to ensure they have a solid background of work experience under their belt, as well as emphasising skills gained from other sources like leadership skills from hobbies or Duke of Edinburgh Awards.

Talent management: integration, integration, integration

Historically, recruitment and performance software and solutions have always been purchased and kept separate from each other. Furthermore, offices in different countries often have different solutions as well, which means businesses can be left struggling to manage them all. Moving forward next year, we’ll see organisations aim to achieve economies of scale and make the process easier to manage by integrating their recruitment and performance systems worldwide. Hence, we will see rising demand for integrated globally scalable solutions with a single database that can be integrated into core business processes.

However, the demand may outstrip supply. The big surprise in 2010 was the consolidation in the talent management software space due to mergers and acquisitions, which has resulted in fewer platform and system alternatives for organisations. A number of talent management providers will therefore spend 2011 trying to integrate different technologies, while those with talent management solutions that are already integrated will be focused on expanding their client base and extending the functional coverage of their solutions.

Talent management gets more personal

Personalising talent management will be the big buzz in HR news next year. Large organisations, in particular, are seeking a more individualised approach so that they can personalise their processes, rather than relying on cookie cutter “one size fits all” solutions.  Going into 2011, it is clear that the Software as a Service model has now matured, however many solutions are still very inflexible and seek to impose pre-defined Talent Management processes that often don’t suit the way large organisations operate.  Companies seeking the most benefits from implementing talent management solutions this year will be well served by looking for highly-configurable and flexible solutions that are able to “flex” and adapt to meet their specific needs without the need for costly customisation.

Successful vendors will wise up to the fact that talent management isn’t like payroll. Instead, in the right hands it can be a strategic weapon for companies aiming to attract and retain the crème de la crème of employees.