Lean Six Sigma tools in the hiring process

Abstract

Purpose – The purpose of this paper is to examine how “Lean” principles from the manufacturing world can be adapted to create a best-in-class recruiting function and demonstrate the causal connection between the “value-added” recruiting activity and positive business results. Design/methodology/approach – This concept paper is based on practitioner experience in leveraging Lean Six Sigma tools in improving the efficiency and effectiveness of the talent acquisition process. Findings – Talent acquisition today is an activity fraught with risks – Did we hire the right person, the right skills the right fit? – and has the maximum impact on an organization bottom line. It is more than just posting a requisition and making an offer, but a series of sourcing activities, branding efforts, assessment processes and on-boarding activities and more – all designed to help an organization answer these key questions and find talent relevant to its business context. Appraising some of the evolving best practices in talent acquisition within the larger ambit of talent management issues facing organizations at large underscores the need for a new way of thinking about talent management. Originality/value – Being more innovative in sourcing and recruiting can give organizations a sustainable competitive advantage with visible impact on the bottom line.