We are halfway through the year, and for many businesses, that means one of two things.
A new financial year is about to begin, or you are deep into a mid-year review. You are reforecasting budgets and reshaping your hiring plan for what comes next.
That usually brings new targets. Fresh expectations. And almost always, unrealistic timelines. This is a pattern we see time and time again.
Budgets are finalised at the end of July (or January, or April), and the start dates for new hires are set for the first of that same month.
There is no lead time. No recruitment runway. Just an assumption that once the money is signed off, the people will be ready to go.
I have said more than once, when the annual headcount has been handed over six weeks late, that there is no point trying to hit the target for month one. It has already been missed. I may as well focus on month two onwards, so there is a real chance of delivering against target for eleven out of twelve months.
Because hiring does not work the way finance teams often assume it does.
Hiring takes time. Especially if you care about getting it right.
If your Q1, H2, or FY25 goals rely on new hires hitting the ground running, starting the hiring process at the beginning of that quarter is already too late.
You cannot separate your hiring plan from your delivery plan because they are the same thing.
That is why your talent partner should be involved during planning. Not brought in after the fact.
Because if your recruitment plan starts only once approvals are in place, you are already behind on all of your projects.
Hiring timelines always matter. If delivery is a priority, the time to talk is now.
Talk talent. Talk to Northborn.
Talent. Delivered.
