This weekend Space Shuttle Endeavor looks to add another piece the space station's Japanese Kibo laboratory. At 335 tons in weight and coming in at a staggering price tag of around $100 billion dollars, the International Space Station is the largest engineering project ever undertaken. With well over 30 shuttle launches to place the station hardware in space and over 100 spacewalks to complete construction, the assembly of this orbital laboratory has required a supporting talent acquisition process that would make most private sector companies envious. Despite the clear magnetic attraction that the space program has on top engineers, many of the same strategies, technologies and nuances apply to talent acquisition in the private sector.
Building a Brand
Let's face it, every since the early days of the Mercury program children have looked into the eyes of their parents and exclaimed, "Daddy, I want to grow up to be an astronaut." This behavior is a byproduct of years of publicity and a cold war propaganda machine that took a Patriotic Sham-Wow and buffed up the public image of the space program. Live video of heroic men taking the first steps on the moon helped seal the deal. These were astronauts, the best of the best, test pilots from top military experimental flight programs. As with most things in life, marketing is everything. Companies can take a note from the pages of NASA. Building a brand that not only attracts customers but also inspires talent is a sure fire way to push your organization to new heights. Just take a moment to look at the talent pool of companies like Google and you will get an understanding of what corporate branding can do for your human resources department. Even with a small company, selecting the best talent is a lot easier when people are knocking at the gates.
Understanding Your Needs
During a lecture in the 60's, a reporter asked John Glen what he was thinking while he sat in the Mercury capsule moments before becoming the first American to orbit the earth. Glen's response, "I was thinking that the rocket had twenty thousand components, and each was made by the lowest bidder." Glenn's point hits the mark. With the Apollo program, an infinitely more complex launch system, not a single Astronaut died during launch or in spaceflight. Despite the fact that there were major technical issues during Apollo 13, the track record for the program is astounding considering that the contract for each component was granted to the lowest bidder who could prove the had the technical expertise to deliver. Developing a clear understanding of your needs can go a long way to improving the hiring process for almost any company. Many times, due to lack of communication or misinformation, a company will open a job search, when they have quite enough internal resources to handle things. In other cases, the HR team might not develop the proper job requirements to fit the position at hand. Always make sure you have the facts and know what you need before you act.
Developing Process
NASA has a long standing history of developing their astronaut talent pool from existing government resources. Prior to the existence of human space flight, the space program was tasked with outlining requirements for the perfect candidates for the early days of the space program. These requirements stressed several major characteristics including flight experience (especially test pilots), military backgrounds, outstanding physical health and to a lesser degree engineering backgrounds. Given these requirements, the space program developed a clear process for accepting new astronauts which included flight experience reviews, direct recommendations by top military officials, intense physical fitness tests by trusted medical doctors and an overall review of educational expertise and psychological background to see if the candidate was a right ft for the job.
Article Source: //EzineArticles.com/2470648
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