Posts tagged ‘competitive advantage’

April 26, 2016

The Top 5 Actions You Can Start Doing Today to Improve Recruitment at Your Organization – Part 2 of 2

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View Part 1 here – https://www.linkedin.com/pulse/top-5-actions-you-can-start-doing-today-improve-your-part-parkin?trk=mp-author-card

There are significant opportunities for HR and Talent Acquisition leaders at every organization to take advantage of the current climate within the business on Recruitment.  My article last week covered the first 3 of my top 5 recommended actions you can do to improve Recruitment at your organization which included:

5) Focusing on Your Recruitment Strategy – It all starts with a plan.

4) Targeting Your Talent Sourcing – The success of Recruitment is judged solely on finding and hiring the right talent for your organization.  Don’t be too focused on other outcomes – there is only one outcome that matters in Recruitment, the hire!

3) Developing Your Hiring Managers – Best-in-class organizations recognize the importance of investing in their Hiring Managers capabilities through ongoing recruitment and interviewing education, tools and training programs.

So without further delay, let’s jump right into my top 2 recommended actions you can do to improve Recruitment at your organization:

2)      Smart Use of Social Recruitment & Candidate Engagement – We all know the impact social media has had on talent acquisition functions over the past number of years.  Social media continues to have the potential to revolutionize recruitment as we know it.  Unfortunately many organizations are still struggling with how to effectively manage and leverage this platform.

Best-in-class organizations recognize that social media is simply one of a number of different talent acquisition platforms, programs and practices which contributes to their recruitment success.  They understand that everyone uses different social media platforms for very different reasons.  The smart organizations know which social media platforms generate their best talent outcomes with data analytics – they understand where their quality talent is coming from and leverage this understanding to generate more successful results.  They focus on quality over quantity in terms of talent.

Most organizations aren’t very selective in terms of their social media reach and they struggle with the enhanced candidate flow coming into them via their extended reach.  Most often, the quality talent gets lost in the quantity of talent being generated.  We already know that many Recruiters are struggling with capacity challenges and simply don’t have the time to review and screen all the candidates coming to them for every open requisition.  Maybe they only have time to look at the first 20 candidates that appear in the ATS – but what if the best candidate is the 21st candidate on the list or the 121st?  Your organization has just missed out on the best person who likely wasn’t even reviewed by anyone.

Is the higher volume of candidates straining the capacity of recruitment to find the quality talent for your organization – and also hurting your reputation with candidates in the market who never hear anything back from your organization?

I continue to read studies showing that over 60% of candidates never hear back from an organization – of course, many will read this statistic and look at it simply from a poor candidate experience perspective.  My mind goes right to how many great candidates have been missed by your organization and would have been a better candidate for your open position than the candidate you hired.  I have always been a strong believer in a positive candidate experience but work with organizations to push beyond candidate experience and focus on candidate engagement.

Candidate engagement is the next level of candidate experience – and is focused on talent outcomes for an organization going beyond a simple branding perspective.

1)      Hire and Develop Best-in-Class Recruiters – The performance of your Recruiters is the number one factor in the success of a Recruitment function.  It isn’t your Recruitment technology, it’s not the Recruitment tools and it’s not your employer branding or culture – it all starts with having great Recruiters.  If talent drives success within an organization then talented Recruiters drive a successful Talent Acquisition function.

The top 3 challenges of a Recruiter continue to remain the same:

  • Finding good candidates.
  • Filling positions quickly.
  • Engaging Hiring Managers.

The profile and expectations of a Recruiter have increased over the past few years – for good and bad!  The enhanced expectations of an organization on its Recruiters show the increased importance of the talent acquisition function.  The challenge now is ensuring your Recruiters have the knowledge, skills and competencies to being considered a great Recruiter.  Knowing the labour market of Recruiters like we do at The Talent Company, unfortunately only about 20% of today’s Recruiters would be considered “great”.  Many organizations are beginning to hesitate when hiring experienced Recruiters and are looking at alternatives including hiring individuals with more of a sales and marketing background and train them on becoming a great Recruiter.

What makes a great Recruiter in today’s market?  A great Recruiter is someone who is passionate about their role, is authentic and shows a genuine pride in their organization.  They need to understand their organization, industry and the labour market.  They need to coach, influence and build relationships with both business leaders and candidates.  They need to research, network, market, and sell.  Of course, all these skills mean nothing if they aren’t able to close the deal with candidates – it’s should always be about the outcome!

Today’s Recruiter needs to be a true partner to the business and have the knowledge, skills and competencies listed below to be successful:

The Core Knowledge, Skills and Competencies of Today’s Recruiter

Recruiter Competencies

Never underestimate the importance of having great Recruiters to your organization.  A great employer brand in the market is nice but you need a great Recruiter to enable your organization to take full advantage of your brand with great talent in the market.  All the best Recruitment and Talent Acquisition programs, technologies, tools and practices are meaningless without a great Recruiter who enables these platforms to succeed.

 

Simon Parkin is the Practice Leader for Recruitment, Talent and HR Solutions at The Talent Company – www.thetalent.co   Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the Talent function for organizations of all sizes. Simon works closely with clients to build, develop and innovate their Recruitment, Talent and HR functions. He is a former global leader of Recruitment and Talent for a Fortune 100 company. Simon is a featured speaker at a number of HR and Recruitment conferences across North America and an author of many acclaimed articles on innovative Recruitment, Talent and HR trends and best practices. Simon’s full profile can be found at http://ca.linkedin.com/in/simonparkin1

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For more information on The Talent Company please visit us at www.thetalent.co

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April 19, 2016

The Top 5 Actions You Can Start Doing Today to Improve Recruitment at Your Organization – Part 1 of 2

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A recent study by PWC found that 63% of CEOs worry that the availability of key skills will undermine their strategies and plans for growth and 93% of CEOs recognize the need to change their strategy for attracting and retaining talent.

Talent Acquisition leaders have been asking for a greater level of respect and understanding from the business in terms of the Recruitment function over the past number of years.   More and more studies are finally showing the changing attitudes around the importance of the Recruitment function to an organization’s success.

Unfortunately the realities at most organizations are that their Recruitment function is:

  • Not appropriately funded based on the business expectations of the function;
  • Inadequately championed at the senior and executive levels of an organization;
  • Treated as a transactional, order taking and an administrative process.

There are significant opportunities for HR and Talent Acquisition leaders at every organization to take advantage of the current climate within the business on Recruitment.

Here are my recommended top 5 actions you can do to improve Recruitment at your organization:

5)      Focusing on Your Recruitment Strategy – It all starts with a plan.  Most organizations currently don’t have a Recruitment strategy in place.  The role and expectations of Recruitment continue to evolve but the top 2 challenges of every Recruitment function remain the same:

  • Capacity
  • Effectiveness

It’s tough to meet the growing expectations of the function when you don’t have the plan, the resources or the budget to succeed.  The Talent Acquisition leader needs to take this opportunity to re-contract with the business on their expectations and present them with options on how to enhance the function.  Your strategy must be realistic or the function will continue to lose credibility.  Don’t try and boil the ocean and place too many stretch goals in your strategy.  Your Recruitment strategy needs to come directly from the business, workforce and talent plan.  Focus on what is most important for the business rather than trying to cover everything.  Recruitment must be an organizational focus and priority – not just an HR one!

4)      Targeting Your Talent Sourcing – At the end of the day, the success of Recruitment is judged solely on finding and hiring the right talent for your organization.  Don’t be too focused on other outcomes – there is only one outcome that matters in Recruitment, the hire!

With this in mind, I am always shocked with the number of Recruitment functions not focused more on sourcing talent.  There are so many organizations simply waiting for talent to come to them through a post and pray sourcing strategy.  With so much importance on hiring the right talent for your organization, why are you waiting for talent to come to you and hoping the right person sees your posting.  Don’t leave your candidate sourcing approach to chance, change the sourcing mindset of your organization and target the right candidates from the start.

The first thing to do to enhance your talent sourcing is to ensure you are getting the most out of the sourcing tools you are already paying for.  Organizations continue to spend a significant amount of money with LinkedIn yet don’t leverage the platform for everything it can do.

The second thing to do is setup dedicated resources focused on finding the right candidates.  The best-in-class Recruitment teams have integrated a dedicated candidate research and sourcing approach into their Recruitment practices.  There are many talent research and sourcing options to look at to compliment your Recruitment team including utilizing an outsourced approach to targeted research.

Leverage your current top performers within your organization and build a “How can I recruit you again” profile.  Understand what makes them a top performer and why they are so good in their roles within your organization’s culture.  Leverage this data along with understanding how they would approach looking for a new opportunity thinking of how you can find more candidates like him/her.

Never wait for the right talent to come to you – it is too important to the success of your organization to rely on chance with Recruitment.

3)      Developing Your Hiring Managers – Every organization has a handful of great hiring managers with whom the Talent Acquisition team always enjoys working with.  These are the hiring managers who recognize the importance and impact great talent has on the success of an organization.  Unfortunately the majority of Hiring Managers are a challenge at every organization.  From their unrealistic expectations on hiring skills and experience for their open roles, to the organizations’ lack of confidence in their Hiring Managers’ abilities to appropriately interview, assess and select the best candidates for their roles, Hiring Managers are often doing more damage to the hiring process than good.

A few realities exist:

  • Most Hiring Managers might only recruit and interview talent once or twice a year and aren’t naturally comfortable or confident in conducting interviews.
  • Candidates have access to more tools and training on interviewing than ever before allowing them to be more skilled and better prepared.  Websites such as Glassdoor even provide candidates access to the interview questions your organization is most likely to ask them.
  • All candidates will exaggerate their skills, experience and accomplishments on their resume and in an interview – how confident are you in your Hiring Managers’ ability to see through the candidate “fluff”.
  • The majority of Hiring Managers interview candidates solely for the role they have open today and rarely look at the candidates’ long term potential and organizational fit.
  • The goal for every organization should be to develop all of their Hiring Managers to be “great” at conducting interviews and selecting the right candidates.

Best-in-class organizations recognize the importance of investing in their Hiring Managers capabilities through ongoing recruitment and interviewing education, tools and training programs.  These organizations use a number of platforms to engage their Hiring Managers to become more effective:

  • Talent Scouts – sourcing talent throughout their networks.
  • Talent Ambassadors – promoting a positive candidate experience.
  • Talent Assessor – acting as a peer interviewer to select the right talent for their organization.

Recruiters also play a key role as a coach and advisor ensuring the Hiring Managers are properly prepared and equipped to conduct their interviews.  Finally, the most progressive organizations have integrated recruitment and hiring into their core leadership accountabilities ensuring that talent acquisition is an organizational focus and not just an HR priority.

Stay tuned for the 2nd part of this article revealing my top 2 recommended actions you can do to improve Recruitment at your organization which will be released next week.

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Simon Parkin is the Practice Leader for Recruitment, Talent and HR Solutions at The Talent Company – www.thetalent.co   Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the Talent function for organizations of all sizes. Simon works closely with clients to build, develop and innovate their Recruitment, Talent and HR functions. He is a former global leader of Recruitment and Talent for a Fortune 100 company. Simon is a featured speaker at a number of HR and Recruitment conferences across North America and an author of many acclaimed articles on innovative Recruitment, Talent and HR trends and best practices. Simon’s full profile can be found at http://ca.linkedin.com/in/simonparkin1

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For more information on The Talent Company please visit us at www.thetalent.co

April 24, 2015

7 Reasons Why Recruitment Should Partner with Marketing

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7 Reasons Why Recruitment Should Partner with Marketing

Every organization reaches a point where its ability to attract new talent demands a new, creative approach. The old way simply doesn’t cut it anymore, and hiring managers grow impatient. So where does one find new inspiration?

Acquiring talent is undeniably similar to marketing. In marketing, as in finding talent, customers (and candidates) must be engaged, convinced and nurtured before a sale (or hire) is completed.

Ultimately, any organization that is struggling to keep up and compete for talent would be remiss to not leverage its internal marketing expertise. Here are a few marketing themes to help reposition an organization on a path to success:

  1. Create a positive experience every time. Some of the largest organizations in the world spend millions of dollars to ensure that customer touch points are positive – which, ultimately, improves the customer experience and drives up revenue. The same principle can be applied to the candidate interview experience. The consequences of a poor interview experience last far beyond the interview itself, as colleagues, friends and family surely come to know about it. It’s key for organizations to ensure that every candidate interaction is positive.
  2. Use job posting titles to engage. A job title is an opportunity to stand out and engage talent. How can any recruiter expect to engage quality talent with a title as unoriginal as Network Administrator? Organizations should use this opportunity (or “copy space” as marketers refer to it) to educate candidates on what makes the organization unique and sets it apart. For example World Class International Organization in Search of Network Infrastructure Star is sure to get much more positive attention – not to mention clicks and inquiries.
  3. Leverage other channels. Attracting talent these days is so competitive, that in many organizations opportunities remain unfilled for months. However, with the volume of tools and people available, there’s no reason for this! I have over 1,000 connections on LinkedIn, who, in turn, connect me to nearly 1,600,000 people (via extended networks). That’s a lot of extra people to help put an opportunity in front of the right candidate. Don’t forget to engage your extended network and ask for help to spread the word! A word of caution however: reciprocity is key. You, too, must be willing to share opportunities when asked. Another channel to consider is recruitment vendors. They’re an extension of an organization. Just remember that to ensure that they have the right collateral and share appropriate messaging on your organizations behalf.
  4. Create content worth sharing. Content (such as a job description) should do more than just communicate job details. Rather, it can be used to establish brand, convey key differentiators, and elevate an organization as a leading employer – provided, of course, that the content is worth sharing. If so, then one of the most potent and inexpensive ways to spread the word is through social media; especially now that integrated communication features such as Share, Like, Re-Tweet and Pin It make it effortless for people to share compelling content.
  5. Repeat and schedule updates. Another great social media feature is the ability to strategically position content in front of a target market when they’re most likely to read it. Many social media aggregators make it easy to schedule and repeatedly distribute content. It’s like running a 30-second commercial during the Super Bowl because the content is distributed to a targeted and engaged audience. And best of all, it’s free!
  6. Build and foster communities. A well-developed community engages people and allows them to remain connected to an organization’s brand. Communities come in different forms and sizes, including simple LinkedIn groups and Facebook pages, to comprehensive alumni programs that provide key market updates, attract new talent, and foster new business leads. A well-maintained community builds brand awareness, creates interest, and can be a fantastic source for new and engaged candidates.
  7. Conduct market research. Prior to entering a new market or launching a new product, organizations conduct research to understand market influences, identify obstacles to success, and discover how to best position their product or service. Talent attraction can certainly follow that lead. It amazes me how often talent is described as “one of the top two most important assets for an organization,” and yet it’s rarely given the same resources and budget as a marketing strategy. Market research enables organizations to gain insights on what influences and motivates top talent to consider new career opportunities.

While each of the themes above are beneficial, frankly, the only way to measurably take recruiting to the next level is to embed the principles of marketing within every aspect of an organization’s talent attraction strategy. This includes identifying, engaging, nurturing, and onboarding talent.

Of course, all of this begs the question: “What about organizations that lack the required marketing resources, or whose marketing department barely helps out with simple branding initiatives — let alone all of this extra talent attraction stuff?”

This is a valid concern and common challenge. To find an answer, I consulted a number of marketing leaders within my network. All of their feedback boiled down to this: talent attraction functions must do their homework, build a business case, and convince leadership that it is a worthy investment for additional marketing resources and budget.

In addition, organizations are wise to socialize what they want to achieve by seeking the advice of marketing leaders – because they likely know how, and how not, to proceed. At the same time, bringing marketing leaders into the conversation helps build early consensus and support, which is typically a deciding factor to the executive who will (or won’t) be releasing the additional budget.

As the global economy continues to improve, the fight for talent will grow with intensity. It will be a difficult challenge for many companies. Traditional methods of attracting talent are becoming less useful, and so the need for a different approach is growing. And on a humanistic level, how we interact has also evolved as social media empowers the average person to become more collaborative, bold and influential as opinions are voiced live and with a global reach. One poor interview experience with a candidate, and hundreds — if not thousands — will know about it in a matter of days (sometimes hours).

What this also means is that the close alignment between marketing and talent attraction needs to be more prevalent – and not just to avoid negative candidate feedback, but as a means to better understand and engage hard-to-find talent tactically and strategically.

My opinion is that we hit an inflexion point a while ago, and that talent attraction’s next frontier is clearly a partnership with marketing.

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Joe Minaudo is the leader of the Recruitment Strategy and Transformation practice with The Talent Company (www.thetalent.co), a human resources consulting firm that works closely with clients to develop, optimize and innovate their HR, Recruitment and Talent practices. Joe possesses more than 15 years of recruitment, talent management and workforce planning experience. He has lead recruitment and workforce planning functions for both international and global Big 4 consulting firms. Joe can be found at the following social tools LinkedIn and Twitter.

April 15, 2015

The 3 Steps to Talent Optimization

Grow & Retain

First of all, what is Talent Optimization?

I get asked this question often and usually by individuals who confuse it with the function of talent development or talent management within their organization.

My definition of Talent Optimization is simply the alignment between the business strategy and the plan for your most important organizational asset, your talent.

It involves three critical steps:

  1. Start with your business strategy and assess its impacts on your talent needs.

The business strategy needs to be at the core of talent optimization.  The business strategy has to drive the desired organization talent outcomes.  Every talent initiative your organization develops, sponsors and participates in must be steered directly from where the business wants to go.  Without this alignment back to your business strategy your organization is simply wasting its time, efforts and money for initiatives that aren’t supporting what is important to your organization’s success.  So many companies have invested heavily in talent focused programs and initiatives over the years which look great…..but many times when I ask them why the created the program they aren’t able to align the purpose of their high visibility programs back to the business strategy.  Simply put, these companies have spent lots of money on “window dressings” and failed to focus their investments into ones that will shape their organization’s talent to where it needs to go.

  1. Assess your current talent to effectively understand current skills and capabilities.

Similar to analyzing the value of an organization’s asset, understanding your organization’s own talent and their capabilities is another critical factor within talent optimization.  Companies need to properly gauge their own talent’s skills, abilities, and limitations to effectively understand the gaps between their current talent and the desired skills and abilities needed to successfully achieve their business strategy and goals.  Very few companies are able to do this successfully.  Most companies understand the skills and competencies needed within each role but fail to understand the full capabilities and experiences of the talent working within that role.  Companies recruit and hire simply to fill their roles and fail to recognize the other skills, abilities and experiences of the new hire beyond the requirements the role.  There are so many great tools and technologies available for organizations to gain a better understanding of their talent which is essential to building an effective organization talent strategy and plan.

  1. Move, develop and recruit talent successfully to meet the organizational needs and goals.

An organization’s ability to effectively move, develop and recruit talent is the third critical factor for an organization to optimize talent.  Companies must be self-aware and understand their true capabilities within talent management, talent development and talent acquisition.  An organization who isn’t effective in managing and developing their own talent will need to rely more on hiring new talent to fulfill the requirements of the business strategy.  The organization must understand the limitations of their talent function and make the appropriate decision to either invest quickly in resolving their functional deficiencies or work around them.

Talent optimization starts at the top of the organization and shouldn’t be just another HR exercise which the executive team and the rest of the organization isn’t fully supporting.  Talent optimization is an organizational function – not just an HR function.

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Simon Parkin is the Practice Leader for HR, Recruitment and Talent Management Solutions at The Talent Company – www.thetalent.co  Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the Talent function for organizations of all sizes. Simon works closely with clients to build, develop and innovate their Recruitment, Talent and HR functions. He is a former global leader of Recruitment and Talent for a Fortune 100 company. Simon is a featured speaker at a number of HR and Recruitment conferences across North America and an author of many acclaimed articles on innovative Recruitment, Talent and HR trends and best practices. Simon’s full profile can be found at http://ca.linkedin.com/in/simonparkin1 and he can be reached at simon.parkin@thetalent.co

April 13, 2015

Readying Your Organization for the Change in the Labour Market

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The next year will continue to be a period of change and transformation for Human Resources functions across North America.  I have been an HR and Talent professional for over 20 years working with some of the top organizations around the globe.  This year has been one of the busiest years for our Recruitment and Talent Advisory Practice since our inception 7 years ago – and one of the top 3 reasons our clients have called us over the past year has been to help organizations prepare for the change in the labour market.

The market is quickly changing from “an easier to recruit in” employer centric market where the supply of strong talent has easily outnumbered the demand for talent.  In 2015 the demand for talent will quickly overtake the supply of strong talent for the first time in the past 7 years.  Unemployment rates will continue to drop to pre-2007 numbers and the strong talent every organization seeks for their critical roles will be tougher to find.

The smart organizations have been preparing for this change in the labour market over the past year, investing appropriately in their talent management and acquisition functions and practices.  They understand the HR challenges ahead for their organizations and have ensured their functions are positioned in the best direction.

Here are a few of the HR challenges your organization will face in the near future:

  • Retention of your top talent – organizations across the continent are back in growth and will be more aggressive in the recruitment of your top talent to their organizations.
  • Retention of your top recruiters – often an overlooked area of focus but anyone who has heard me speak at a conference knows my view that only 20% of corporate recruiters are good and the first step in recruiting top talent to an organization is to hire great recruiters. So do whatever you can to hold onto the great recruiters you have.
  • Timeliness of your hiring decisions – over the past 7 years, organizations have increased the time they took in interviewing and making their hiring decisions. Unfortunately those organizations will lose the “good-to-great candidates” in their process to other organizations who are quicker to make their hiring decisions.
  • Managing a candidate’s multiple offers and counter offers – with most organizations focused on hiring in 2015, don’t be surprised that the “good-to-great candidates” you make offers to will have the luxury of weighing your offer to at least one other organization’s offer to them – so you better put your best offer forward and not wait to try and negotiate with a candidate as you will lose them to another organization. Or just as tough a scenario will be the candidate’s current organization doing everything possible to prevent the talent from leaving and presenting them with a counter offer.

We work with organizations every day to help them prepare their recruitment practices to be effective (and more efficient) in meeting the demands of the changing labour markets.  As an HR professional, what are you doing to prepare your organization?

 

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Simon Parkin is the Practice Leader for Recruitment, Talent and HR Solutions at The Talent Company – www.thetalent.co  Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the Talent function for organizations of all sizes. Simon works closely with clients to build, develop and innovate their Recruitment, Talent and HR functions. He is a former global leader of Recruitment and Talent for a Fortune 100 company. Simon is a featured speaker at a number of HR and Recruitment conferences across North America and an author of many acclaimed articles on innovative Recruitment, Talent and HR trends and best practices. Simon’s full profile can be found athttp://ca.linkedin.com/in/simonparkin1

April 6, 2015

Are HR & CEO’s Headed For A Showdown?

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There is definitely a showdown coming. In fact, it may have already arrived. A recent Universum study stated that the “schism within organizations around issues of talent attraction, employer branding and retention have simmered for more than a decade.” In response China Gorman, CEO of the Great Places to Work Institute, wrote on Tuesday that she believes that a massive showdown is coming between HR and CEOs. While I obviously share her belief that the showdown is coming, I don’t agree that HR will be on the losing side.

Call me an optimist but I’m not the only one. In The Talent Company’s HR Pulse study we surveyed human resources professionals globally on the state of HR. The results of this study show that HR’s mood is positive; more than 50% of our respondents indicated that their HR team has improved in the last year.

Let’s look closer at the current state of talent. In their annual CEO survey PwC revealed that 63% of CEO’s are concerned about talent shortages and the availability of key skills. They’re right to be worried.

Study after study has identified talent as a significant gap. For instance, in our recent Pulse on Leadership study, The Talent Company surveyed HR and Business Leaders and fully 54% of our respondents gave their organization a failing grade on identifying current and future leaders. Furthermore, 78% of respondents said that HR needs to be more proactive in partnering with business leadership to develop talent programs.

Why is HR failing at their mandate? The Conference Board says the reasons are varied but attributes it primarily to human resources still being viewed as a support function, administrative overload, HR’s inability to invest in long-term strategic planning and a lack of critical business skills (such as data-driven analysis or forecasting) on the part of HR leaders.

So, you may ask why we’re feeling positive. Again, looking at our HR Pulse results we can see that in the last year HR effectiveness has improved due to process improvements and efficiencies, companies adding key HR expertise to support their growth agenda and better alignment between HR programs and business needs.

HR is finally getting a seat at the table as a strategic partner. The Society for Human Resources Management conducted a survey that indicates that “more than six out of ten HR professionals agreed that their head of HR was strongly involved in business decisions at the board level”.

Now that we have a seat at the table we need to be less concerned with keeping that seat and focus on being able to influence the talent agenda. While the PwC global CEO survey reported that 93% of CEOs know they need to change their strategy to attract and retain talent, 61% of respondents admit they have not done so yet.

The time to act is now. Make the next year a period of change and transformation for your Human Resources and Talent functions.

First, ensure you are able to deliver on your core mandate. Continue to identify process improvements and use technology in smart ways to optimize transactional functions. More importantly, make sure that you retain your key Human Resources professionals.

Once the right team and tools are in place, your Human Resources team members can become true HR Business Partners who can deliver services in a consultative, forward thinking and innovative way.

My colleague, Gord MacDonald, succinctly summarized this approach as The 5 C’s Of Being A Business Consultant:

  • Provide Credible people leadership to the company, with an emphasis on the human versus the capital side of human capital.
  • Build a Collaborative company culture.
  • Leverage the uniqueness of the company Culture. Doing what is right for the company.
  • Influence appropriate Change management at the organizational level.
  • Know what Customers want from the business.

In summary, our HR Pulse results revealed that HR’s top three priorities for the next year are talent and leadership development, talent acquisition and a focus on employee engagement. Focusing on these priorities will help ensure HR are successfully contributing to company growth and profitability.

 

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Kathleen Jinkerson is the Director of HR & Talent Solutions with The Talent Company, a human resources consulting firm that works closely with clients to develop, optimize and innovate their Talent practices. Kathleen possesses almost 10 years of experience in partnering with organizations to help them build their talent capacity as well as their HR and leadership teams. Kathleen is very active on both LinkedIn and Twitter.

 

For more information on The Talent Company and our customized solutions, visit www.thetalent.co

March 26, 2015

12 Traits of a Great Leader

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People know effective leadership when they see it and simply holding a position in leadership doesn’t make someone a good leader. A great leader strives to help others reach their goals; they are always developing themselves, and act as a visionary for their organization.  Fresh from The Talent Company’s new Pulse on Leadership study (http://thetalent.co/pulseonleadership/), we asked the study’s participants what they considered to be the top traits of a great leader.

Here are the Top 12 Traits of a Great Leader:

#12 – Open & Trusted – People want to work for a leader they can trust−a leader that has morals,  values, and integrity. An open and trusted leader will always get more from their team and have a stronger following. Leaders new to their role and/or to their team need to build their credibility and trust from their team over time. Unfortunately trust is a trait that can be lost quickly. Be honest, fair, candid and forthright, and treat everyone in the same way that you yourself would want to be treated.

#11 – Sense of Humour – A sense of humour shows your employees that you are more than a leader, and that you aren’t a machine, which encourages them to feel comfortable around you.

#10 – Empathetic – People want their leader to have a caring side. Great leaders care about their  people, not just about the business. It’s not about their ego, it’s about humility. It’s not about fulfilling  personal agendas, it’s about helping their people to be successful.

#9 – Self-Awareness – A great leader not only understands the many different traits needed to effectively lead others; they also have a strong awareness of their own qualities, strengths and areas to continuing to develop themselves. When they look into the mirror, they see who they really are and how others see them versus who they imagine they are.

#8 – Passionate & Optimistic – People want to work with and for people who lift them up instead of dragging them down. A great leader seeks out the positives in their people, helping them overcome their own feelings of self-doubt and spreading passion and optimism throughout the organization. Passion is infectious. Others will feel it and want to get on board with you.

#7 – Results Focused – At the end of the day as a leader you are responsible for delivering results. What really counts is what is accomplished. Great leaders spend their energy on the most effective actions and activities to achieve the greatest outcomes.

#6 – Personal Accountability – A great leader takes ownership of situations that they are involved in. They see them through and take responsibility for what happens – both good or bad. They don’t point fingers and blame others when things go wrong but do their best to make things right.

#5 – Talent Focused – To become a great leader, you must build and develop a great team. The ability to recruit great new talent while focusing on the individual and collective growth and development of your team is often overlooked as a trait of a great leader. How can you as a leader be successful if you don’t have great talent around you?

#4 – Strong Communicator – Communication is one of the fundamental capabilities of a great leader.  Communication is a two-way conversation with listening as important as speaking. Great leaders listen more than they speak and the more personal and engaging the conversation is, the more effective it will be.

#3 – Supportive – A great leader supports their team members by creating an environment where it is safe to take risks, be honest, speak up and reach their potential. Truly effective leaders not only recognize potential, they feed it, prepare it, and allow their team to exercise it. They know when to shield their team from controversy, protect them and keep them focused on the most important tasks.

#2 – Commitment – Nothing shows commitment and humility like getting your hands dirty with the rest of your team. Showing your commitment sets the example for others to follow, and leads to greater loyalty and respect for you as a leader.

#1 – Inspiration & Vision – A great leader is able to paint a vivid picture of where their team and organization is headed. Try to paint and communicate a vision of the future that inspires your people to do whatever it takes to get there. People want to work toward something they believe in – it gives your team a reason to work, to succeed, and to do their best in everything they do.

 

Leadership doesn’t come naturally to everyone, and it can’t be learned overnight. To be successful as a leader, you must approach it as a long-term journey of continuous reflection and self-improvement.

For more results from The Talent Company’s Pulse on Leadership study please click here http://thetalent.co/pulseonleadership/

Pulse on Leadership

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Simon Parkin is the Practice Leader for Recruitment and Talent Management Solutions at The Talent Company – http://www.thetalent.co      Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the Talent function for organizations of all sizes.  Simon works closely with clients to build, develop and innovate their Recruitment, Talent and HR functions. He is a former global leader of Recruitment and Talent for a Fortune 100 company.  Simon is a featured speaker at a number of HR and Recruitment conferences across North America and an author of many acclaimed articles on innovative Recruitment, Talent and HR trends and best practices. Simon can be reached at simon.parkin@thetalent.co

For more information on The Talent Company please visit www.thetalent.co

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January 8, 2015

The Talent Company Announces The Results Of Its Pulse on Leadership Study

 

Pulse on Leadership

Markham, Ontario, Canada – January 8, 2015 – The Talent Company, a management consulting firm specializing in human resources solutions announces the results of its most recent study – Pulse on Leadership.

The Talent Company launched the Pulse on Leadership study as a follow up to a recurring, yet important theme found in last year’s study HR Pulse. “Although it wasn’t a surprise to see the topic of leadership come up as being important to so many of our survey participants, it was very interesting to see how so many viewed it as the primary gap within their organization.” says Simon Parkin, Managing Partner at The Talent Company. “We knew with our newest Pulse on Leadership study this had to be explored further. I’m proud to say that our team has uncovered very compelling data which we’re excited to share with leaders and HR communities around the world”.

Individuals invited to participate in the Pulse on Leadership study included business leaders, HR professionals as well as employees with their own perspective and experiences on the topic of leadership.  A snapshot of the results from this study include:

  • Obstacles organizations face in developing an effective leadership development program.
  • The top leadership traits when comparing female versus male leaders.
  • The most popular methods that companies use to develop leaders.…..and much more

Results of the Pulse on Leadership study can be found by registering here (http://thetalent.co/pulseonleadership/)

“It was once again a pleasure to have been involved in this meaningful initiative with The Talent Company.  Insights within the HR and Talent space have always been of great interest to me.” says Brian Boudreau, Chief Insights Officer with Innovation Curation.  “This study was important for a variety of reasons but most importantly because of the prevalence and impact that strong leadership can have on company performance and the retention of talent.”

About The Talent Company

The Talent Company is a management consulting firm that specializes in human resources solutions.  We are an organization comprised of leading Human Resources, Talent Management, Recruitment, and Leadership experts with proven track records of client and organizational success.  Our collective resources, vast experience and extensive industry knowledge enhance our ability to deliver outstanding value to our clients.  For more information, please visit www.thetalent.co

About Innovation Curation

Innovation Curation is a market research firm that specializes in identifying and socializing insights on customers to orient and inspire value-creating strategy and tactics.  For more information, please visit www.innovationcuration.com

 

Inquiries:

Joe Minaudo

The Talent Company

joe.minaudo@thetalent.co

1-866-973-9152

 

December 18, 2014

12 Days of Talent – Day 1 Part 3 – HR’s Top Priority for 2015 – Readying Your Organization for the Change in the Labour Market

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HR’s Top Priority for 2015 – Readying Your Organization for the Change in the Labour Market

The next year will continue to be a period of change and transformation for Human Resources functions across North America.  I have been an HR and Talent professional for over 20 years working with some of the top organizations around the globe.  This year has been one of the busiest years for our Recruitment and Talent Advisory Practice since our inception 7 years ago – and one of the top 3 reasons our clients have called us over the past year has been to help organizations prepare for the change in the labour market.

The market is quickly changing from “an easier to recruit in” employer centric market where the supply of strong talent has easily outnumbered the demand for talent.  In 2015 the demand for talent will quickly overtake the supply of strong talent for the first time in the past 7 years.  Unemployment rates will continue to drop to pre-2007 numbers and the strong talent every organization seeks for their critical roles will be tougher to find.

The smart organizations have been preparing for this change in the labour market over the past year investing appropriately in their talent management and acquisition functions and practices.  They understand the HR challenges ahead for their organizations and have ensured their functions are positioned in the best direction.

Here are a few of the HR challenges your organization will face in 2015:

  • Retention of your top talent – organizations across the continent are back in growth and will be more aggressive in the recruitment of your top talent to their organizations.
  • Retention of your top recruiters – often an overlooked area of focus but anyone who has heard me speak at a conference knows my view that only 20% of corporate recruiters are good and the first step in recruiting top talent to an organization is to hire great recruiters. So do whatever you can to hold onto the great recruiters you have.
  • Timeliness of your hiring decisions – over the past 7 years, organizations have increased the time they took in interviewing and making their hiring decisions. Unfortunately those organizations will lose the “good-to-great candidates” in their process to other organizations who are quicker to make their hiring decisions.
  • Managing a candidate’s multiple offers and counter offers – with most organizations focused on hiring in 2015, don’t be surprised that the “good-to-great candidates” you make offers to will have the luxury of weighing your offer to at least one other organization’s offer to them – so you better put your best offer forward and not wait to try and negotiate with a candidate as you will lose them to another organization. Or just as tough a scenario will be the candidate’s current organization doing everything possible to prevent the talent from leaving and presenting them with a counter offer.

We work with organizations every day to help them prepare their recruitment practices to be effective (and more efficient) in meeting the demands of the changing labour markets.  As an HR professional, what are you doing to prepare your organization for 2015?

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Simon Parkin is the Practice Leader for Recruitment, Talent and HR Solutions at The Talent Company – www.thetalent.co  Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the Talent function for organizations of all sizes. Simon works closely with clients to build, develop and innovate their Recruitment, Talent and HR functions. He is a former global leader of Recruitment and Talent for a Fortune 100 company. Simon is a featured speaker at a number of HR and Recruitment conferences across North America and an author of many acclaimed articles on innovative Recruitment, Talent and HR trends and best practices. Simon’s full profile can be found athttp://ca.linkedin.com/in/simonparkin1

For more information on The Talent Company and our 12 Days of Talent project, visit www.thetalent.co

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December 16, 2014

12 Days of Talent – Day 1 Part 2 – HR’s Top Priority for 2015 – Authenticity

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The Future of Talent Lies in Embracing Authenticity

By Joe Minaudo, The Talent Company

As organizations continue to compete for talent, in my view, there is a critical driver that many organizations overlook: whether or not their people, culture and brand are perceived as authentic. 

Why does authenticity matter now more than ever?  It’s because of our increasingly networked world. Nearly every one of your candidates, employees, customers and vendors is being asked what they think about your company. If the message is positive (i.e. if your organization is perceived to be genuine), you have an immense advantage over your competition. However, if the message is negative and your organization is being criticized on various social media and networking sites, then your ability to attract talent becomes much harder.

Tips for Embracing Authenticity

If you think that your organization has some work to do in this area, then the good news is that enabling authenticity is neither costly nor challenging. Here are 7 tips that I have recommended to help my clients transform how they are perceived:

Treat Each Candidate Interaction as the Last One – Ever!

Yes, it is important to try and keep the candidate pipeline full. But in my opinion it is even more important to focus incessantly on treating each candidate interaction as your last one – ever!  That is, you should view each visit to your career site, email sent, phone call made, interview completed and referral introduction as a key opportunity to convey that your organization strives for and cares about authenticity and all of its attributes, such as care, enthusiasm, professionalism, quality and leadership. Leveraging every touch point in this way is the best way to build authenticity into your organization.

Turn Executives into Authenticity Champions

Your executives are (or should be) your biggest champions. How passionate are they about engaging and elevating your organization’s talent? In other words, is talent management a key theme on the executive agenda? Is it a priority in the boardroom?  Leaders need to be authentically waving the organization’s flag at all times.

Ensure that Managers and Supervisors Play a Role

Managers need to be trained and supported on how to demonstrate and distribute authenticity through all levels of the organization. A key element of this is engaging employees, and ensuring that they feel valued. Its simple; if employees are engaged and feel valued, there is a direct correlation to company’s increased performance and client satisfaction.

It’s a continuous effort of process improvement

Organizations invest millions of dollars into getting customer care and retention right. And while you do not need to spend millions on your talent function, you certainly do need to ensure your talent function is fit for purpose. It takes time and should be part of an ongoing commitment – not a one-time-event. Authenticity takes time to build up and must be continuously supported or else it will diminish.

Make Candidate Care and Experience a Priority

Just like a visitor in a hotel, your candidates – both internally and externally – should feel like a valued guest. Every interaction should be designed for a positive experience, from initial contact to communicating why they were unsuccessful during the interview process.

Ensure that your External Brand Mirrors your Internal Experience

Frankly, there is no point in marketing your organization as a top employer if candidates and employees do not support that claim. Nobody benefits when a new hire feels like he or she has been deceived because the external brand does not mirror the internal experience. When that happens, it is only a matter of time before the employee leaves; or worse, they stay and contribute to a culture of disengagement.  Your organization has to feel and show like it is a great place to work. That’s the path to authenticity.

A Little Humility Goes a Long Way

No matter how admirable an organization may be, and how often it is ranked as a “best employer” or “most trusted brand,” there is always room for improvement. Organizational perfection may be an inspiring vision, but it is not a realistic expectation.

So, if you detect gaps in your talent function, or you get specific feedback from a candidate that their experience with your organization was memorable for all of the wrong reasons, then instead of hitting the panic or the denial button, humbly take ownership of the problem and explore what can be done to solve it. Sometimes simply saying sorry and promising to do better can turn a vicious critic into a future prospect.

Organizations must continue adjusting in an increasingly competitive and complex talent market. And while there are many factors and variables to consider, in my view authenticity is often overlooked as a critical driver; one that not only makes the process of attracting, engaging and retaining talent easier, but much more enjoyably as well!

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Joe Minaudo is the leader of the Recruitment Strategy and Transformation practice with The Talent Company (www.thetalent.co), a human resources consulting firm that works closely with clients to develop, optimize and innovate their Recruitment and Talent practices. Joe possesses more than 15 years of recruitment, talent management and workforce planning experience. He has lead recruitment and workforce planning functions for both international and global Big 4 consulting firms. Joe can be found at the following social tools LinkedIn and Twitter.

For more information on The Talent Company and our 12 Days of Talent project, visit www.thetalent.co

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