Posts tagged ‘human resources’

March 26, 2015

12 Traits of a Great Leader

Grow & Retain

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

————————————————————————————————–

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

New Talent Company_logo

February 12, 2015

The Top 10 Things to Look For When Hiring an HR Consultant

Executive Coaching 2

Organizations face challenges when it comes to both the capacity and capabilities of their internal HR team.  Many organizations hire HR consultants or firms to complement the skills and resourcing of their HR team.  Hiring an HR consultant is a significant decision and investment for your organization and not just in terms of money.  A great consultant will provide your organization with greater effectiveness and efficiencies ……and let’s face it, they will make you look good with making the decision to hire them.  Unfortunately in today’s market, there are more poor HR consultants than great ones.  Organizations need to do the proper due diligence when hiring an HR consultant or firm.

So what are the top things you should look for in hiring an HR consultant or HR consulting firm to help your organization?  Here are my top 10 recommendations:

1 – A strong track record of success as an HR consultant – They know what they are doing and have been successful with other similar projects for previous clients.

Be careful you don’t choose an HR consultant whose preference isn’t to be a consultant.  I know many consultants who would rather be in a permanent opportunity back in the corporate world and are simply doing consulting until the right opportunity comes along.  With these cases, they will start the project but as soon as a better opportunity comes along they will leave you and the project short-handed.  Always go with the consultant who chose to be a consultant and has a passion for this choice of work style.

Key Question to Ask – Tell me about the similar projects you have worked on previously?  Why did you become an HR consultant?  Tell me about a project you weren’t successful in delivering?

2 – A strong track record of success as a corporate HR leader – What was their experience prior to becoming a consultant.  Do they understand the corporate and organizational dynamics you and your team live with every day and the pressures you face in terms of the project deliverables versus the realities of the capacity and capabilities of their team.  Have they “walked a mile in their client’s shoes”?

Key Question to Ask – Tell me about your experience before you become a consultant?

3 – Ensure they provide previous client project references with whom you are encouraged to contact…..and you should contact their references – The proof is always in the pudding!  Ensure you do your due diligence on the HR consultant and/or firm on their track record.  This should be a deal breaker if they aren’t able to provide at least 3 project references with contact information for the actual stakeholders in the project.  Invest the time to connect with their references and that they provide you with the complete picture of the consultant’s work and their project outcome and results.

Key Question to Ask – Will you provide me with a list of your client references from your past projects for me to contact?

4 – Expertise in a specific core area of HR – I’ve never met an HR consultant who is an expert in all aspects of Human Resources.  Every consultant has their core areas of focus and that is their sweet spot.  Hiring a Labour Relations expert to develop an organizational Total Rewards strategy doesn’t make a lot of sense…..definitely would make sense to hire a Total Rewards expert.  I am a big believer in surrounding myself with experts from the critical functional areas I need – hence the range of expertise of the consultants at my firm….we are all experts within a specific area of HR and our clients benefit from the best of the best (sorry for the shameless plug J)   Bottom line, ensure the consultant you are looking to hire is not a “jack of all, master of none” when it comes to their core area of expertise.

Key Question to Ask – What area of HR is your core expertise in?  What makes you an expert in this area?  What do you recommend I do if I need expertise in another area of HR for this project?

5 – Connected in the market on the latest trends and best practices – You want a consultant who understands the latest in trends, practices and developments within their area of expertise.  You want a consultant who knows what works and doesn’t work for organizations similar in nature to yours.  A great consultant will use multiple platforms (such as their networks, publications, etc.) to keep themselves educated on what’s hot in the market.  Watch out for consultants have been consulting for so long without keeping up-to-date on the current practices in the market…..they are selling you a solution that is already outdated and won’t be successful with your organization.

Key Question to Ask – How do you keep on top of the latest trends and developments within your area of expertise?  What are the latest trends and developments that will be considered as you deliver this solution for my organization?

6 – Integrity & Trust – These are the foundational values of the person and their firm that you need to be certain of when hiring a consultant.  You are hiring a consultant to tell you the truth about a specific aspect of organization and function.  If you don’t feel you can trust the consultant, don’t work with them.  Ensure you ask their project references about their level of trust with the consultant.

Key Question to Ask – Give me an example of a time that tells me about your level of integrity when working on a project for a client?

7 – Someone you and your colleagues want to work with – You want to work with a consultant you will enjoy working with.  You enjoy them as a person when you meet with them.  They are professional and have a pleasant personality…..and they don’t come across as a “used car sales person” type when you meet them.  They act as a trusted advisor to you…….and you never hesitate to pick up the phone to ask them a question or get advice.  You want a consultant who will work well with your colleagues – both in HR and in the business.  Remember, if part of their mandate on the project is to work with the business, they are representing you and you shouldn’t have to worry about how they will interact with your colleagues in the business.

Key Question to Ask –What is your approach to building successful relationships with the stakeholders on a project?

8 – Commitment to the project – Successful consultants will always be in demand with organizations.  You need to ensure your consultant won’t be spread too thin with too many other projects at the same time as your project or that they will delegate your project to a junior member of their team who will do all the work on the project.  You need to ensure you set expectations up front with the consultant in terms of their time commitments with your project and ensuring the project will be successfully completed within the agreed upon timelines.

Key Question to Ask – Who will be doing the work on my project from your organization?  How many other projects and clients are you currently working with?  How will you ensure my project is completed within the agreed upon timelines?

9 – Provides a project plan – A project plan is the foundation to any successful project.  A project plan not only defines the scope and steps to deliver the project, but also provides a breakdown to the stakeholders on the key project milestones, how to minimize the risk with the project while recognizing the importance of delivering on time, communication touch points and project updates.  The project plan is the true agreement between the consultant and your organization on the scope of their role, the deliverables and the cost.  The project plan also protects the consultant from project “scope creep” and being asked to deliver services and solutions that aren’t part of the agreed on scope.  Beware of any consultant who doesn’t develop a project plan with their client.

Key Question to Ask – As part of your proposal, will you provide an example of your project plan?  Tell me about what typically goes into your project plan for this type of assignment?

10 – Provides practical customized solutions for your organization – Many consultants try to simply re-purpose their past work for new clients providing an “off-the-shelf” solution for your organization that likely won’t work.  You want a consultant who invests the time to understand your workplace, culture and environment and will provide real solutions with a step-by-step blueprint on the “how to”……..not simply presenting a high level model and leaving it up to you to figure out how to execute and implement.  Look for consultant who are realists and aren’t trying to sell you a “pie in the sky” solution they say will solve all of your problems.

Key Question to Ask – Tell me about your approach to this project?  We are a unique organization, how will you ensure your solution is practical for us?

—————————————————————————————————————————————————————————-

New Talent Company_logo

Simon Parkin is the Practice Leader for Recruitment, Talent and HR Solutions at The Talent Company – http://www.thetalent.co   Simon is recognized as a global consulting leader in the acquisition and management of talent and has successfully transformed the Recruitment function for organizations of all sizes across the globe.  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 Business, Leadership and Human Resource 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

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 19, 2014

12 Days of Talent – Day 1 Part 4 – HR’s Top Priority in 2015

12_days_of_talent_2

Thank you to Simon Parkin, Joe Minaudo and Gord MacDonald for sharing their insights in to HR trends, best practices and priorities. I think we can all agree that we have some good work to do in 2015.

Can we also all agree to have fun in 2015? I know that HR is called upon to address complex and sensitive issues on a daily basis but if we stay serious all the time people will start avoiding us.

As an HR leader ensuring that your HR team has fun through activities like team building events and community days is a great start; it will allow your team to get their minds away from the serious work of HR and build that team cohesiveness we’re all striving for.

But let’s take it further and identify ways to have fun on a daily basis. Fun is a subjective and personal definition but I’m confident that each of us can figure out what constitutes fun for us. If you’re having trouble, go spend some time with a child and they’ll remind you.

Fun can be a profound influencer. It builds relationship. It relieves stress. It motivates us to work harder and better. It gets our creative juices flowing. It makes us better at our jobs.

A colleague in the hospitality industry (arguably one of the harder industries to work in) had this to say:

“Having fun at work is a great way to release negative energy. The laughter and fun replaces the stress with positive energy and in turn creates a better working environment. We are always laughing and having fun at work. It helps us not have to pretend to be happy for our clients and guests. We genuinely are happy.”

It also facilitates learning. My friend, Stephen Wei, who amongst his many responsibilities advises teachers on incorporating the principals of drama in to other educational subjects had this to say about using fun to aid learning:

“In teaching we talk a lot about ‘learning through play’. Children and adults learn better through experimentation and exploration, generated by curiosity and a sense of fun. Adults are no different. Artists will ‘play’ with ideas, concepts, materials, phrases, designs, etc. It is through playing that they explore and experiment. Every pursuit that is not mechanical, repetitive or done by rote requires flexibility and problem solving. Fun to me is that engagement with our work that is about exploration, problem solving and creativity. ‘Fun’ is deep engagement with a job as opposed to simply fulfilment of a task. Without that fun, we are but drones in an assembly line. With it, we are explorers, devisers, developers, creators and problem solvers.”

Have fun and we’ll see you in 2015.

————————————————————————————————————————————————————————————-

Kathleen Jinkerson is the Director of HR & Talent Solutions 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. 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 12 Days of Talent project, visit www.thetalent.co

New Talent Company_logo

 

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

12_days_of_talent_2

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?

—————————————————————————————————————————————————————-

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

New Talent Company_logo

December 16, 2014

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

12_days_of_talent_2

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!

———————————————————————————————————————————————–—————————————

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

New Talent Company_logo

 

 

 

December 16, 2014

12 Days of Talent: Day 1 Part 1 – HR’s Top Priorities for 2015 – Be the Business

12_days_of_talent_2

HR’s Top Priority for 2015 – Be the Business

By Gord MacDonald, The Talent Company

What should HR’s top priority for 2015 be? For me, it comes down to being an effective “business consultant”.  I recently read the term in a Deloitte University Press article on Human Capital Trends and instantly liked it.  A business consultant is someone who helps a company grow and maintain profitability. HR can do this by implementing a people strategy that enables employees to deliver on business strategy. With that in mind, HR should focus on the following in 2015:

1.   How often do you hear Finance or IT departments yearning about how they would like to be a “strategic partner”? They don’t, they just do it. In a recent SHRM (Society for Human Resources Management) poll in the U.S., “more than six out of ten HR professionals agreed that their head of HR was strongly involved in business decisions at the board level”. Let’s stop wasting our energy on this, agree HR is at the table, and move forward. HR gains a trusted business consultant role when we stop the HR “speak” and use the business “speak”. We gain the business speak, by understanding the business model (get friendly with the head of finance!) and forging strong relationships with the business’ leadership team and CEO.

2.   As business consultant’s we must demonstrate unfailing expertise in the 5 – C’s of business consulting:

*Providing Credible people leadership to the company, with an emphasis on the “human” versus the “capital” side of human capital.

*Building a Collaborative company culture.

*Leveraging the uniqueness of the company Culture. Doing what is right for the company.

*Influencing appropriate Change  management at the organizational level.

*Knowing what Customers, want from the business

3.  Implementing a people plan that focuses on:

  • HR Service Delivery – enabling employees through effective systems, processes, and programs reflective of the company
  • Talent Management – recruitment, development and retention of key people

 

Focusing on these priorities will help ensure HR business consultants are successfully contributing to company growth and profitability.

Stay tuned for Part 2 of HR’s Top Priority in 2015 tomorrow.

———————————————————————————————————————————————–

Gord MacDonald specializes in providing executive-level HR expertise to organizations where HR leadership is needed on an advisory, interim, contract or project basis. Through The Talent Company, and his own consulting firm HR Solutions, he works with a diverse range of businesses to develop and implement human capital strategies in support of business issues. He has in-depth experience across: Human Capital Strategy; Building Talent and Strong Teams; Building Strong Corporate Cultures; Employee Engagement;  Leading Change; Employee Communications; and, Delivering Tangible Results. Prior to moving in to consulting, Gord held HR leadership roles  at LoyaltyOne, American Express, Hogg Robinson and Genworth Canada. Gord can be found on LinkedIn and Twitter.

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

New Talent Company_logo

 

December 15, 2014

12 Days of Talent: Day 2 – 2 Outcome-Focused Recruitment Metrics

12_days_of_talent_2

2  Outcome-Focused Recruitment Metrics

How many of us in recruiting are getting too caught up in recruitment metrics these days? We seem to feel that having data on every move a recruiter makes will lead to a better recruitment function. Are we focused on too many metrics in recruitment and are we in fact slowing down the overall effectiveness of our function by creating a too heavily measured environment? And do our business leaders really care about all of these metrics?

We need to be concerned with the engagement levels of our recruiters who are in my opinion the most important factor in an effective recruitment function. Recruiters are getting frustrated with the increased level of measures being used to evaluate their performance. They dislike the increased time it is taking them away from core recruiting to provide data inputs used for reporting. We can’t forget about the importance of the engagement of our recruiters and ensuring metrics aren’t becoming a barrier or blockage to successful recruiting. We also don’t want to build an environment for our recruiters that make them feel and perform as if they are working in a call centre.

Don’t get me wrong, metrics can be a great way to tell a story or use to analyze potential problems within a recruitment function but I continue to hear stories of recruitment functions getting too caught up with metrics and spending too much time generating fancy looking reports full of data that they think the business wants to see.

Let’s think of what is important from the business perspective – which should be what is the true outcome of our work and our impact to the organization’s bottom line.  That’s all they truly want to hear from us.  They aren’t interested in the thirty page presentation on how we decreased their cost per hire by 10% or improved the interview to hire ratio by 20%.

Our businesses all feel the pressure from their shareholders, their employees and their customers.  So from a business perspective, my 2 most important measures of recruitment are:

  • Quality of Hire
  • Service Delivery Excellence

Quality of Hire

This should measure the true outcome of the new hire’s performance and the direct impact to the organization’s bottom line. This measure can be taken in the new hires first 6 months or 1 year. Simply prequalify the primary goals or targets of the new hire with the hiring leader prior to hiring for the role. Did the new hire meet, exceed, or fail to meet these goals or targets. If the new hire exceeded their goals, what was the direct impact to the organization – this is the ultimate outcome and my recommended measure of recruitment success.

Recruiter Service Delivery

This should measure how effective the recruiter was in delivering the recruitment service to their client, the hiring leader. This measure should be taken following the new hires start with the organization and can be done using a simple survey asking if the recruiter met, exceeded, or failed to meet their expectations in terms of process and outcome.  Expectation setting with hiring leaders is a major component of this measure and only helps when measuring a hiring leader’s satisfaction with the performance of the recruiter and the function.  A great tool for recruiters to use with their hiring leaders is a service level agreement which sets the expectations of the relationship and service on both sides.

So the next time you are looking through endless pages of recruitment data, ask yourself is this the data most important to me and the business?

——————————————————————————————————————————————————————————– 

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

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

New Talent Company_logo

December 12, 2014

12 Days of Talent: Day 3 – The 3 Steps in Talent Optimization

12_days_of_talent_2

The 3 Steps in Talent Optimization

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.

———————————————————————————————————————————————–

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

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

New Talent Company_logo

December 11, 2014

12 Days of Talent: Day 4 – 4 Reasons Why Onboarding Is Your Competitive Advantage

12_days_of_talent_2

4 Reasons Why Onboarding Is Your Competitive Advantage

In a world of hyper efficiency and doing more with less, Onboarding for most is an aspect focused on short-term tasks and getting a new hire settled in. It often starts with being brought to their desk, given a laptop, asked to setup their voicemail, email and then of course, the journey starts to fill out copious forms and reading through mind numbing company documents that “help you get familiar with us”. Our view is that this common approach is too systematic and critically void of what Onboarding is truly supposed to be – a human experience.

Onboarding is not a checklist, nor should it be an attempt to get a new hire to a desk and setup. It is a unique opportunity to show your new member that your external brand mirrors your internal brand. What is promoted externally as a wonderful place to build a career is not only words on a website but is in fact tangible and can be experienced within every aspect of your organization. Additionally, Onboarding should be an experience that provides a new employee with the opportunity to engage, socialize, understand your company’s culture and embrace its core values.

For the few that recognize Onboarding as a competitive edge, it is considered a series of milestones that can often last up to one year. For these exemplars, Onboarding includes mentoring and coaching, networking opportunities, formal goal setting, training, development plans and it is integrated into the talent management process and part of the overall talent strategy. Executing on this well not only produces an engaged employee but it also generates the following:

  1. New brand ambassadors for your company and, hopefully, a source for new and otherwise untapped candidate pipelines
  2. Valuable competitive and industry intelligence
  3. Robustness in your talent management program as existing employees are given opportunities to expand their skills beyond functional areas
  4. Leadership becoming more “connected” to their employee base.

Within these organizations, Onboarding is a shared accountability. It is not the responsibility of HR but rather includes the contribution of many. More importantly, the onus resides with the performance manager to ensure the new hire has a successful first year.

Companies that view Onboarding as a set of painful steps facilitated by checklists are missing out on a unique opportunity. It is a short window of opportunity that provides you with a chance to connect, engage and develop the talent that you have hired, not another number that is added to a report.

———————————————————————————————————————————————–

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

 New Talent Company_logo

%d bloggers like this: