A role becomes vacant. A new project gains momentum. A team starts feeling stretched.
In many organisations, the next step is to automatically advertise the role and begin recruiting.
Recruitment may ultimately be the right solution. However, before heading to market, it is worth pausing to consider whether the issue is truly a shortage of people or a gap in understanding the capability that already exists within the business.
Many employers are operating in an environment where skills are difficult to find, workforce needs are changing and expectations continue to evolve. In that context, one of the most overlooked questions is also one of the most valuable:
Do we actually know what skills we already have?
When an employee leaves, there is often pressure to move quickly. Work still needs to be completed, customers still need support and managers want certainty that the team can continue to perform.
As a result, organisations can fall into the habit of replacing roles rather than reviewing them.
The assumption is simple: if the position existed before, it must still be needed in exactly the same form.
That assumption is not always correct.
Businesses evolve over time. Technology changes how work is performed. Customer expectations shift. New priorities emerge while others fade into the background. A role that was essential three years ago may look quite different today.
Before deciding to recruit, it can be useful to step back and ask:
Looking at the work before looking at the position often reveals opportunities that would otherwise be missed.
Most employers have a reasonable understanding of the qualifications and experience listed on an employee's resume. What is often less visible are the broader skills, interests and capabilities people have developed throughout their careers.
An employee working in an administrative role may have previous project management experience. A supervisor may possess strong analytical skills that are rarely called upon in their current position. A technical specialist may have leadership potential that has never been explored because the opportunity has not yet arisen.
People frequently bring more capability to a role than the role itself requires.
The challenge is uncovering it.
This is where regular development conversations can make a significant difference. Discussions about career aspirations, strengths and future opportunities help leaders understand not only what employees are doing today, but also what they may be capable of doing tomorrow.
Without these conversations, valuable capability can remain hidden in plain sight.
One of the most effective disciplines in workforce planning is separating the work from the role.
When a vacancy arises, the focus often shifts immediately to replacing the person who has left. A more productive approach is to first examine the work itself.
What outcomes need to be delivered? Which responsibilities are critical? Has the nature of the work changed since the role was last filled?
Rather than asking, Who do we need to hire?, consider asking:
This approach does not eliminate the need for recruitment. It simply ensures that recruitment is solving the right problem.
Workforce planning is often driven by immediate needs, but the strongest workforce decisions consider both current and future capability.
The skills that are valuable today may not be the same skills the organisation needs in two or three years' time.
That is why it can be useful to look beyond the vacancy itself and consider broader workforce questions:
Organisations that regularly ask these questions are often better positioned to adapt to change because they are building capability before it becomes an urgent problem.
When capability gaps emerge, external recruitment is often viewed as the quickest solution.
In reality, recruitment can be a lengthy process. Identifying suitable candidates, conducting interviews, negotiating offers and onboarding a new employee all take time. Even after a successful appointment, it can take months before a new employee is fully productive.
In some situations, developing existing employees may be a more effective option.
This does not mean every vacancy should be filled internally. There will always be occasions when organisations need specialist expertise, fresh perspectives or additional capacity.
However, internal development should be part of the conversation before external recruitment begins.
Development opportunities might include:
These approaches can help build capability while also increasing employee engagement and retention.
There will always be a place for recruitment. New talent brings fresh ideas, different experiences and valuable expertise.
The risk is not recruiting. The risk is assuming recruitment is the answer before fully understanding the problem.
Organisations that take the time to identify existing capability are often in a stronger position to make workforce decisions. They are more likely to uncover hidden strengths, create development opportunities and align their workforce with future business needs.
Before creating a new role or replacing an old one, take a closer look at the skills already sitting within your organisation.
You may still decide to recruit.
But you may also discover that some of the capability you are looking for is already there, waiting to be recognised, developed and put to work.
For assistance with your workplace matters, members of Australian Industry Group can contact us or call our Workplace Advice Line on 1300 55 66 77 for further information. Australian Industry Group has an extensive range of training courses to support employers on their learning and development journey.
The HR Resource Centre’s new Attracting, Recruiting and Onboarding Talent topic has been designed by our HR and workplace relation’s experts to provide Australian Industry Group members with comprehensive resources, support and tools to help them to effectively manage the recruitment process.
This topic covers a wide range of essential aspects, including best practices for attracting top talent, innovative recruitment strategies, and effective onboarding processes.
Georgina is Senior HR Content Editor – Publications at Australian Industry Group. With more than 25 years' experience in human resources and leadership, she has demonstrated her expertise across a diverse range of industries, including financial services, tourism, travel, government, agriculture and HR advisory. She is an accomplished writer and editor who creates engaging content that educates and informs. Georgina's writing includes a variety of formats, such as blogs, articles, policies, templates and guides.
