The outcome of a recruiting process is talent which can be both, internal and external. Most organizations realize that recruiting internally is more cost effective and productive than recruiting externally. The argument against that would come from people who hold the view that it is necessary to influx people from outside to rejuvenate the jaded view of people inside an enterprise. There is no absolute answer. Yet, it goes without saying that if an individual can get the challenge of working in the competitors as well as his / her own enterprise, then he / she would be too involved and inventive to be jaded. So why not bring the competitors environment into your own organization?

Remember that an individual takes away a lot from an organization when he leaves, more than what he / she brings in. If we examine the motivation of people being recruited or head hunted or poached (as the process of recruiting familiar with), it is driven by their constant struggle to shorten the distance between needs and aspirations. When will organizations be in a position to recruit people driven by their aspirations? If you examine the recruitment of armed services personnel in India, there are families of service people who for generations have served and continue to serve the country. Usually, each new generation of the family has grown in position and stature over the previous one. On the other hand, there are a multitude of people who join the armed services because they have nowhere else to go. Isnt it time to reflect whom and what kind of talent you need to attract more, irrespective of position and hierarchy? Because, the former is driven by a deep sense of duty and calling while the latter is driven by opportunistic motivation.

From employing a search for an internal or an external candidate to the time that individuals are finalized for specific positions, there are multiple agencies involved in activities relating from creating the right role descriptions to selecting probable candidates, initiating an enquiry / interview process and then negotiating the terms of reference before the candidate can accept the position. If one were to critically look at how these series of activities are performed, it wouldnt be too long to discover that a fairly routine process is often botched and bungled by inefficient and insensitive handling. Therefore the key focus of this entire recruiting process would be care for the recruits preferences and personal requirements. 

As depicted in the following Illustration 3, every individuals Needs, Wants, Expectations and Aspirations must be understood and mapped against the organizations. The base of needs shifts with the fulfillment of expectations (Performance), as Individuals grow. In the process, the wants automatically disappear or get fulfilled with time as an element of what the individual deserves in life. A series of performance or fulfillment of expectations results in the attaining of aspirations as well. This life cycle of needs to expectations to aspirations needs to be understood to make recruiting successful and purposeful from an organization context. This is risk assurance revolving around the alignment of individual and organizational strategic alignment.

Talent is a very context oriented subject and yet it basically defines the capability to make achievements possible to a set of competitive conditions. The life Cycle grid on the other hand is an assessment of an individuals change orientation and readiness leading to the definition of Resilience Factor. The two together define the capability (Ability also known as skills + Willingness). Whatever be the role, it has become important for organizations to recruit people with an ability to change culturally and synergistically perform with the existing organization to emerging challenges, without displaying dysfunctional behavior. Change Management must be an important ingredient of the recruiting process that prepares the Individuals responses to the stimuli driving the organizational strategy he / she are recruited for.