“…many of today’s staffing practitioners will underestimate the magnitude of the coming changes to our industry and be caught untrained and unprepared to deal with the future industry demands.” Dan Hilbert Employment Manager, Valero Energy

Fortune Magazine ranked Valero #3 “Best Companies to work for in America.”

• Majority of recruitment departments do not have a written strategy or plan.
• Most recruitment and sourcing strategy is on-size-fit-all.
• Reactionary very little scalability and ridged in nature.
• Companies measure success off of financial indicators like tangible (see & smell, product, equipment and property) versus the in-tangible assets (invisible assets like intellectual property, knowledge, people and brands).
• Poor external & internal branding for recruits and employees.
• Underfunding and under-appreciation of recruiting
• Very few ATS vendors have a real understanding of business needs, challenges and problems faced by corporate recruiters.
• Staff augmentation and sourcing vendors sell features and functions that are not customizable for integration into their customer’s talent acquisition processes.
• Globalization
• Aging Workforce: The baby boomer retirement is going to cause a huge labor shortage in four or five major industries in the next two years. Companies left with no strategy or solutions for this talent shortage will have their long term profitability impacted.

How do we create operational excellence in a global labor supply chain management? Metrics based staffing structures are needed to move the recruitment functions from administrative into the direction of becoming a profit center. We can achieve this by aligning the Talent Acquisition process with traditional management and financial goals.