• S/he focuses on and strives to keep administrative transactions and other non-strategic activities in-house by limiting the HR budget to HR personnel salaries as much as possible.
• S/he does not understand, drive, nor support (financially or otherwise) any employer branding initiatives and perceives recruitment marketing as a waste of time.
• S/he is unable to recognize that competition for critical talent is heating up and does not understand the supply and demand of critical workforce segments.
• S/he is unable to monitor availability of critical talent for the organization and does not work to influence it (e.g. University engagement).
• S/he does not strive to gain insights into employee factors as turnover or age within the organization’s critical workforce segments.
• S/he believes the company’s recruiter is a junior role and does not have an issue with the recruiter being in charge of overtaking administrative duties connected with e.g. visa for expatriates, new staff announcements, etc.
• S/he does not know the answer to the question: Why would great people want to work at their Company?
• S/he does not recognize the link between the company’s standing in the talent market and its position in the product/service market.
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