Posts tagged ‘Onboarding’

December 10, 2015

HR’s Top Priority for 2016 – Engaging all of HR to be true Business Partners

HR’s Top Priority for 2016 – Engaging all of HR to be true Business Partners

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I predict that 2016 will continue to be a period of change and transformation for Human Resources functions. This is true across organizations of all sizes, industries and business models.  I have been an HR and Talent professional for over 20 years; during this time I have worked with some of the top organizations around the globe, across many different industries. I can confidently say that 2015 has been one of the busiest years for all of our four Advisory Practices (HR, Leadership Development, Recruitment, and Total Rewards) since our inception 8 years ago.

Organizations are continuing to come out of the economic slowdown. We are finding that with many of our clients their business’s expectations of their Human Resources team has increased and evolved.  Whether HR likes it or not, the “bar” is set higher now for HR to meet the business’s expectations within their organizations.  The current reality within most organizations is that HR is still struggling for additional headcount to be allocated to their function to meet the increased demands from the business.   Unfortunately, the business isn’t interested in hearing how HR is stretched so thin these days, with limited resources, and their demands are only going to grow in the years ahead.  HR needs to ensure their function is fully optimized, not just in terms of resourcing but also in skills and competencies.

So as an HR professional, focus on what the business needs versus what you think they should want.  Prioritize HR’s focus for 2016. Don’t try and boil the ocean………select the critical initiatives that will have the greatest positive impact on the business and focus on them.  Don’t try and tackle everything at once, have a plan for 2016 and ensure the business is in complete alignment with the plan.  For the plan to succeed, the business needs to buy-in to the “why” of the plan and be surrounded by effective business partners who execute the plan alongside the business.

For HR to step up to meet the business needs in 2016, this is an opportunity for HR to re-engage itself with the business and develop their HR resources to be more effective as true Business Partners in their roles regardless of their specialization within the HR function.  It shouldn’t matter if your HR resources are specialists or generalists, if they are managers or coordinators, if they are in Total Rewards or in Recruitment or Talent. Every role within an HR function should be focused as a Business Partner in the way they work.

I partner with a number of Colleges and Universities across North America on improving the content in their Human Resources program curriculum geared towards educating students of HR.  Unfortunately very few of the HR programs I have encountered had any content geared towards teaching students of HR on being an effective business partner.  Most of the programs are geared towards learning the various specialty areas of focus within Human Resources but very little on the desired behaviours of a great HR business partner.  The most successful HR professionals are effective business partners and if we want to elevate the function to the next level, we need to ensure all HR professionals are focused on being a true partner to the business.

Here are the top 4 steps to follow to become more effective as a true Business Partner within your role as an HR professional:

 

1 – Understand the Business

  • Understand how your organization makes money.
  • Understand the barriers the business faces when it comes to making more money in your organization.
  • Listen and translate the business’s needs directly for your area of focus. Understand the part your role plays in reducing these barriers allowing the business to make more money.

 

2 – Be a Coach to the Business

 

  • Business Partners focus on long-term relationship building rather than a specific transaction or project. Always be focused on the outcome – not simply the process.
  • Don’t be a barrier, be an enabler. Enable your business to be successful. Be a Business Partner who works with the business on improving their effectiveness and being successful.
  • Great Business Partners are always prepared. Be prepared to ask smart questions. Be prepared to challenge assumptions. Be prepared to apply your judgement. The business is buying your judgement, not just your time.
  • Business Partners know how to read the “mood” of the business.
  • “Trust” is the most critical aspect in the relationship you have with the business. Being known for your integrity is the most important factor in being a successful Business Partner.

 

3 – Be a Consultant to the Business

 

  • Be an expert – recognize you are your organization’s expert in your HR area of focus. Invest in your own development to enhance your own expertise – know the market trends, what your competition and other industry leaders are doing within your HR area of focus. Network, network and network. It’s the best way to learn how trending practices are being successfully implemented.
  • Business Partners always provide their customers with Value – your relationship with the business is never more stable than when your business trusts you completely to take care of them.
  • Be accessible. A good Business Partner’s voice is comforting. They are easy to find. They promptly return calls and emails with a sense of urgency.
  • Set realistic expectations with the business – don’t be all talk with no action.

 

4 – Don’t Be Afraid to Deliver Tough Messages to the Business

 

  • The business hates unhappy surprises much more than timely bad news – don’t be afraid to be honest with the business.
  • The business is NOT always right – don’t agree with the business just because they are your client. Always remember you are an expert within your role and the business needs to hear your message even if it won’t be popular.

 

Each of these steps are simple to state but actually pretty tough to successfully execute. The Talent Company provides a number of development and training programs for corporate HR teams including a program specifically focused on HR professionals becoming more effective business partners.

We work with organizations every day to help them prepare their HR, Talent, Recruitment and Total Rewards functions to be more effective in meeting the demands of their businesses.  As an HR, Recruitment, Talent or Total Rewards professional, what are you doing to become a more effective Business Partner in 2016?

 

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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

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

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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 6, 2015

Are HR & CEO’s Headed For A Showdown?

Executive Coaching 2

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

December 16, 2014

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

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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.

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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

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December 12, 2014

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

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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.

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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

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

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December 11, 2014

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

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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.

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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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December 5, 2014

12 Days of Talent: Day 8 – 8 Practices to Develop Your Leaders

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8 Practices to Develop Your Leaders

The success of any organization is highly dependent on its leaders. While there is no substitute for choosing the right leaders to begin with, leaders can become more successful through the development of a sound leadership development strategy that utilizes a number of the practices identified below.  Leadership development has been linked as a positive financial driver and a true competitive edge between companies that have strong leadership development programs and to those that do not.

Fresh from the results of The Talent Company’s Pulse on Leadership study, we asked the study’s participants what are the top practices their organization’s use to develop leaders.

Here are the Top 8 organizational practices used to develop leaders:

#8 – Mentorship – Mentorship refers to a professional developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person.  For leadership development purposes there is value in leaders or potential leaders being on both sides of a mentoring relationship.  They can gain from the experience and insight from a more experienced leader who is their mentor or develop leadership qualities through being a mentor to a less experienced employee.

#7 – 360-Degree Feedback – Research has consistently shown that 360-degree feedback is one of the most effective tools available for developing leaders. The main benefit is that it develops the essential self-awareness that motivates people to understand and ultimately develop themselves.

#6 – Rotational Assignments – Leaders gain knowledge and skills by learning different roles and/or facets of the organization over a set period of time.  These assignments enhance a leader’s knowledge, accomplishments, reach, impact, and influence across different aspects of their organization.

#5 – Executive Education – These are the academic programs at business schools worldwide for executives, business leaders and managers.  Many of the schools offer customized programs, which are tailored for the leaders within a specific organization.  Customized programs help organizations increase leadership capability by combining the science of business and performance management into specialized programs that enable leaders to develop new knowledge, skills and attitudes.

#4 – Stretch Assignments – The stretch assignment is a project or task given to leaders or potential new leaders which are beyond their current knowledge, skill level and comfort zone.  The stretch assignment challenges leaders by placing them into uncomfortable situations in order to learn and grow.

#3 – Action learning – Action learning involves putting participants into teams and having each team solve a real strategic challenge for their organization. The outcome is typically a recommendation to senior management that is either accepted or rejected. With the right levels of guidance, studies have shown action learning to be one of the most powerful leadership development practices available.

#2 – Executive Coaching – Having a great personal coach can be far more powerful than attending the best training. More and more organizations are making use of personal coaching for leadership development. Key ingredients of a great coach are training, relevant experience and objectivity.

#1 – A combination of all or a few of the leadership development practices identified above – The top organizations recognized for their strong leadership development programs utilize a combination of a number of leadership development practices identified above.

 

Leadership doesn’t come naturally to everyone, and it can’t be learned overnight. For an organization to be successful at developing their leader, you must approach it as a long-term journey of continuous growth and development.  Stay tuned for more results from The Talent Company’s Pulse on Leadership study.

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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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February 21, 2014

Pay Attention: Poor Onboarding Is Gutting What Little Competitive Edge You Have Left

Recently, I had the tremendous privilege of presenting at the annual HRPA conference with my business partner, Simon Parkin. This was particularly exciting for me as it was my first opportunity – Simon being the more accomplished speaker, his sixth. As we complete a number of studies throughout the year at our consultancy The Talent Company, our research led us to a hunch that Onboarding would be a point of interest (and angst) for many. Who knew the turnout would be so strong?! Thank you to those who were present and participated. The following includes highlights of the content shared along with additional insights that I believe our clients and network may find helpful.

In a world of hyper efficiency and doing more with less, Onboarding is one aspect for most that is 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:

• New brand ambassadors for your company
• A source for new and otherwise untapped candidate pipelines
• Valuable competitive and industry intelligence
• Opportunities for existing employees to expand skills beyond functional areas
• An increase in overall employee engagement
• Robustness in your talent management program
• 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.

In conclusion, company’s which 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 human being that you have hired, not another number that is added to a report.

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Joe Minaudo is the leader of the Strategy and Transformation practice with The Talent Company (www.thetalent.co), a human resources consulting firm that enables organizations to achieve superior business results through the strategic acquisition, management and elevation of talent. Joe has approximately 15 years of recruitment, talent management and workforce planning experience. He has lead recruitment and workforceplanning functions for both international and global Big 4 consulting firms. Joe can be found at the following social tools LinkedIn and Twitter.

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