Workforce and Succession Planning
Recruitment and Selection Strategies
Recruitment and selection strategies that are designed to find, attract and hire the best qualified candidates require HR managers to have a clear understanding of the MQs, skill sets, and competencies that their agency needs to be successful. The HR team, armed with that critical information, will work with DCS so that examination plans and results produce candidate fields that are responsive to organizational needs.
Finding and choosing the best talent requires a planned approach that actively, regularly and consistently positions your agency and New York State as an employer of choice. The earlier that an agency recognizes the need to source talent from outside of the State workforce, the sooner a sourcing and recruitment plan (including test planning and development,) can be created and implemented.
When developing recruitment and selection strategies with DCS consider:
- Is there an alternative selection approach that will better screen/rank candidates by the priority KSAs? Can traineeships be established?
- Are selection strategies best linked with recruitment strategies (e.g., administering training and experience exams on the spot on college recruitment trips)? What special approaches can you employ to recruit a diverse workforce? Can you pool resources with other agencies that are focusing on the same candidate field, creating a cooperative framework in which to compete for candidates?
- Which gaps will be addressed through innovative and aggressive recruitment strategies? Are you using social media to get the word out?
- How can you capitalize on partnerships with colleges, trade schools and universities to identify internship/externship opportunities?
- What other creative approaches can you develop to address the supply, such as partnering with educational institutions to refer and/or develop candidates for difficult to fill positions?
- Could retiring employees mentor employees in the unit for a period of time before they retire? Are there opportunities for knowledge transfer before or after retirement? Could the retiree's successor be appointed to a duplicate or other position to "shadow" the incumbent so the successor can learn firsthand?
- Does your talent pool include public retirees who are interested in returning to the workforce? (While this can be a viable "stop gap" for hard-to-fill positions, care should be taken to fully understand the provisions of Sections 211 and 212 of the NYS Retirement and Social Security Law. You should advise public retirees to contact their retirement systems to discuss the impact their returning to work in the public sector could have on their pensions.)