You cannot hire in a blind state and hiring function has to be neatly organized. Skill-wise numbers must be determined dynamically.
Only rests can be when the organization stays still and is running akin a train on a pre-set journey. If your factory floor needs seven highly skilled engineering graduates and you need 15 draughtsmen then what would you do with ten engineers and 20 draughtsmen, for instance?
Hiring an attractive female just for looks-even when not needed is making a playground out of hiring. For instance, Indian Railways had hired 1.4 million employees as per the data for the year 2015. How many of them were surplus? A considerable number would throw up if a staffing audit were commissioned.
An ideal way to assess an organization's hiring neatness is to start with the objectives of the organization. May sound prosaic, but then it makes sense as one tends to lose sight of overall goals invariably. A most solid version of these can be found in the articles and memorandum of associations if the organization is a registered entity and has filing requirements for fresh makes and amendments. Listing documents and amendments thereto are an excellent place to look for the overall objectives of an organization. All listed entities are alert to changes in business lines and quickly report changes to list authorities. Unlisted entities must be on their own guard.
However, what you glean from these sources are just business lines and not organizational objectives as you might need for the cause of hiring neat. This may though help a great deal in the analysis of overall goals. You need to set overall objectives starting from the very basics, whether you are a profit or not for profit organization. What is the overall ROI you are targeting, how this ROI has to come about from various business lines, which business lines to focus on and then, in a simplistic statement, what might be the marketing, personnel, finance, and production inputs relative to targeted ROIs?
Personnel function would include hiring and a neat one at that. Hiring function has to have a wide and clear view of the overall value chains that the organizations run. This need not be in-depth or technical, but it should be adequate to vet requirements posed by departments seeking people. This is your own demand analysis. One can imagine the complexity of this function when you reckon an organization like Microsoft, which runs value chains running into thousands. In such cases no centralized hiring functions are possible, and hiring becomes highly decentralized on several identifiers/dividers.
Then you need to look at the supply side of hiring. Internal supply is always minimal and kept at a fixed percentage and comprises of candidates highly trusted to stay long with the organization. External market-based supply predominates where it is presumed that attrition through exit gate may be substantial.
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