The framework is a tool to start understanding fundamental questions regarding the success or lack thereof in the Talent Acquisition function.
Examples of questions you should ask are:
Our framework
Pipelining - Selection - Control
- Are we attracting relevant candidates at the volume we need to make the right hire at the right time?
- Do I know the cost connected to our recruitment – and do I know how to optimize it?
- What efficiency measures have not been considered?
- How can we select the right hire to increase the potential to hire top performers?
- Are we using the relevant data to drive insights connected to our talent strategy?
The Pipelabs Framework is designed to answer these and other questions about recruiting talent. No matter the size of the organization, the complexity of the hiring needs, and the maturity of the Talent Acquisition capabilities in place. And as a plug-and-play solution.
01. Pipelining
Is there a clear-cut answer and set strategy for how the recruitment process engages the right talent by optimizing Pipelining?
02. Selection
Does the organization know how and by which measures to select the right hire by having complete control over Selection?
03. Control
Is the organization fully aware of costs and process management? Does it have the over-arching strategy that drives recruitment by having Control?
What is a candidate?
Many recruitment efforts are unsuccessful due to not applying the concept of Qualified, Interested, and Available. This leads to dedicating resources and efforts needlessly without success.
To properly analyze and understand Talent Acquisition, we must distinguish what constitutes a candidate (beyond being a person). Pipelabs defines candidates as Qualified, Interested, and Available individuals. You should not consider any individual who does not meet these criteria as a candidate.
Does the individual have the necessary skills and experience for the role?
Is the individual open to change into a new role, or are they solely looking around? Before considering someone as a candidate, validating their interest in the position within the specific company is necessary.
Is the candidate available for employment, given the restrictions put on the position? These may include salary levels, geography, timing, or other necessities for the role.
This does not mean that engaging individuals who do not meet the Q.I.A definition is a waste of resources. It might be necessary to build long-lasting relationships with individuals that will eventually lead them to become candidates.
Using this thinking is critical to understand how to handle Talent Acquisition effectively.