It is at the Hiring Manager?s end that the need to fill in a position is felt most. Eighty-five percent of time, due to lack of foresight, and an absence of a well-engineered process, the Hiring Manager ends up spending more time in screening. Various members of the Hiring Chain scramble and spend lot of time engaging in fire fighting, Hiring costs soar, vacancy costs hit the bottom line negatively, and so on and so forth. This calls for rethinking: Are we doing it right? Is there a way that the Hiring Manager?s critical time be more beneficially utilized? Can we improve the Hiring Value chain and cut down on the total effective time line of hiring?

The entire staffing process starting from the Requisition Management to the actuual hire includes a great deal of role overlap. These not only delay the execution, but also increase the overall cost per hire. Not to forget, every vacancy remaining unfulfilled, or not fulfilled in time, has its own cost attributed to it. Next there always seems to be a rat race for fulfilling just-in-time jobs, and disaster recovery, leading to confusion and costly mistakes by the internal staffing members. The Hiring Manager?s role within the organization, apart from the hiring process, is truly much wider. To begin with, his involvement within the hiring process is merely a fraction of the total time value he spends, vis-à-vis his role within the overall scope of responsibilities. Hence there is the need to re-engineer the Staffing Supply Chain towards optimization.