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Our consultants have noticed an increasing trend for Government Agencies to use consultants to perform critical tasks. Workforce management and planning professionals are including the use of specialist consultants in their business planning.

 

Ian said that “In today’s recruitment market, agencies need to allow sufficient time for short listing and all the necessary steps that ensure a merit selection process. Also senior managers need to plan and lock in specific times and dates in their diaries for their involvement. A busy manager often has more immediate concerns and a selection process may suffer in comparison to operational priorities in the workplace.”

Organisations need to recognise the real cost and risks of using shortcuts or skimping resources in the recruitment process. A poor selection, where standards are lowered to quickly fill a vacancy, can affect reputations, disrupt other staff and have long term negative repercussions. A drop in staff morale can often lead to workplace behavioural issues that adversely impact on team performance. The implications of a poor selection go beyond the simple costs of re-advertising and convening another panel.


The use of external resources to both facilitate recruitment and help to meet deadlines is a flexible and efficient option that can not only reduce costs but also produce real productivity benefits. The process of validating candidates’ claims and providing a favourable impression to prospective employees can often be achieved efficiently and professionally by a dedicated specialist.

Our experience and research skill also allows us to focus on an organisation’s needs. To illustrate, Anne added that a recent client from a large Government Agency involved in a national recruitment exercise told her “It’s good to develop a relationship with someone who understands the concept of the business”. This assignment led to further projects.

In the current job market you need to plan the entire selection and consider all the resources you need, including external assistance. Increasingly, agencies are adopting best practice by telling applicants at the inquiry stage of the proposed timetable so that they know not only the closing date but also interview date/s and other decision points or periods. Candidates are impressed and more interested in joining an agency that appears efficient and organised.



 
With regard to recruitment timeliness, the Australian Public Service Commission (APSC) suggests a target of 21 days from date of advertising to when a verbal offer is made to the successful candidate.
 
The APSC State of the Service Survey 2006–07 found that this target was often not met, as only 22 per cent of APS employees who had applied for a job in the APS in 2006–07 had been informed of the outcome of the recruitment process in one month or less from when they submitted their job application. The Australian National Audit Office (ANAO) found limited evidence of planning to support the timely completion of recruitment processes. 
ANAO Audit Report No.31 2007–08,Management of Recruitment in the Australian Public Service

Why employ consultants for people management?

In a tight recruitment market, treating candidates as customers will improve an organisation’s profile as well as attract quality staff. A recent seminar Ian attended highlighted the need to move quickly once the interview and referee stages of a selection are complete.


Ian was at a seminar where the CEO of a commercial national recruitment agency said that “72 hour turnaround” is best practice from the committee's decision on a preferred candidate till an employment offer is made.

"72 hour turnaround” is often used in the commercial world as a guarantee for customers to receive a service. If you think about the candidate as a customer, it’s not an unreasonable benchmark for all selections. Can you meet this standard?