Posts tagged ‘talent development’

December 9, 2014

12 Days of Talent: Day 6 – The Top 6 HR Disciplines with the Greatest Impact On Revenue

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As a Talent Acquisition advisor to a number of the largest organizations in the world, it still surprises me on the number of organizations of all sizes who fail to see the importance and the impact of Recruitment (and the other “talent” related functions) to their bottom line.  In a time when the business is pressing Human Resources to do a better job of quantifying their impact to the organization, there are still so many HR functions simply not investing enough into their recruitment practices.

One of my favourite studies showing the direct impact of Recruitment to an organization’s bottom line was done in 2012 by The Boston Consulting Group.  Here is a snapshot from the study of the top 6 HR Disciplines and their corresponding impacts on Revenue Growth and Profit Margin for the organization:

HR Discipline Impact on Revenue Growth Impact on Profit Margin
1. Recruitment 3.5x 2.0x
2. Onboarding 2.5x 1.9x
3. Managing Talent 2.2x 2.1x
4. Employer Branding 2.4x 1.8x
5. Performance Mgmt & Rewards 2.1x 2.0x
6. Leadership Effectiveness 2.1x 1.8x

Source:    Boston Consulting Group – 2012

 

If HR were a business and this research was presented to HR showing the impact of each of their HR divisions, as a business it would be a no-brainer which divisions they would invest the most money and time into.

In the past few years, we have worked with a growing number of HR leaders who are slowly recognizing the importance of investing properly into their recruitment talent and practices.  Many organizations and HR functions ask us to help them understand why their recruitment efforts continue to fall short – for the most part, the answer is usually due to their limited capacity and capabilities. This is where we are engaged to help them turn their function around.  Without the proper investment in your recruitment function, you will fail to take advantage of one of the major drivers within HR to make a significant impact to your organization’s bottom line.

 

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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

 

 

 

 

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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December 3, 2014

The Talent Company’s 12 Days of Talent: Day 10 – 10 Ways To Use An Executive Coach

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10 Ways To Use An Executive Coach

Executive coaching is a partnership between an individual and their coach. The basic premise in coaching is that we are all capable and creative. Coaching is a deliberate process used to harness this capability and creativity to enhance an individual’s ability to accomplish their goals. In coaching an individual’s decisions and actions remain their own; through the coaching process they are held accountable for keeping their commitments through a confidential and trusting relationship with the coach.

Coaching takes place through a series of interactive conversations that are scheduled on a regular basis either in face to face meetings or via phone. The conversations are focused on what the individual needs to accomplish. The coaching interaction helps individuals leverage their skills and knowledge to move forward with their goals, it allows participants to focus. A Coach creates a safe environment to listen, ask questions, reflect back, challenge and acknowledge the individual. A Coach will champion, advocate and provide authentic feedback to support the individual’s growth and development.

How could you use an Executive Coach?

  1. Develop vision and goals
  2. As a sounding board; explore possibilities & building on past success
  3. Facilitate the brainstorming of strategies and/or action plans, including creating realistic timelines and understand/anticipate obstacles that could prevent the desired outcomes
  4. Help you learn a new skill and/or develop a competency
  5. For authentic feedback, encouragement and validation
  6. Support successful role transition
  7. Gain insights including different perspectives into yourself and your business relationships and situations
  8. Help you maintain your commitment, focus and clarity throughout the journey
  9. To assess and improve important working relationships
  10. Encourage you to sustain a behavioural change

The impact of coaching can be profound, both for individuals and organizations. Proven benefits have included improved employee engagement and leadership capacity, leaders delivering on individual and organizational goals, greater management effectiveness, quicker transition periods for leaders moving to new positions, improved communications, and stronger working relationships.

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The Talent Company works with organizations across North America providing an established Executive Coaching Practice with a full roster of experienced and certified Coaches to meet all of our clients needs.  For more information on our Executive Coaching Practice please visit http://thetalent.co/executive-coaching/ or contact Kathleen Jinkerson directly at 1-866-612-7119.

The Talent Company is a human resources consulting firm that work closely with clients to develop, optimize and innovate their HR, Leadership and Talent practices.  The Talent Company is comprised of leading Human Resources, Talent, Recruitment, Leadership, Compensation and Total Rewards 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.  As human resources leaders with in-depth experience at a number of global organizations, strong reputations for HR and Talent excellence, we possess the proven experience to execute on your needs. We have “walked a mile in our clients’ shoes”.

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

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February 10, 2014

Trends in Talent Acquisition for 2014

Recently, I had the opportunity to speak at the HRPA conference in Toronto on a few of the trends we are seeing within the Talent Acquisition function in Canada.  I am fortunate to have the opportunity to speak at a number of Human Resources conferences around North America each year and always enjoy how engaged the Toronto conference participants are with the challenges their organizations face with recruitment in Canada.

So what makes me so knowledgeable with the current state of Talent Acquisition?  As a former Global Recruitment Leader from a Fortune 100 company and having spent the last 6 years working closely with organizations of all sizes across every industry in every continent across the globe, I get exposed to every aspect of recruitment innovations, practices, and challenges.  I also participate in a roundtable event for senior recruitment leaders from the largest organizations in Canada held every 3 months where we discuss and debate the latest and greatest in recruitment practices.

So what’s going on in Talent Acquisition in Canada these days?  Number 1 is that many organizations are finally back to a focus on growth in terms of their talent – but smart growth.  Organizations are still being very cautious with their headcount and ensuring that the growth is focused on the customer facing roles best equipped to drive revenue and margins for their business.  Organizations are finally gearing up their recruitment efforts and ensuring their talent acquisition functions are appropriately equipped to source and select top talent once again…or so we hope. The past 5 years in the world of Talent Acquisition in Canada has been centred under one main theme – “doing more with less”.

Unfortunately most organizations in Canada are not prepared for the focus on growth specifically as it relates to their talent acquisition functions.  Based on my current observations, recruitment within most organizations in Canada is:

  • Under-funded based on the expectations and needs of the business;
  • Limited by the capacity of their current recruitment function;
  • Limited by the capabilities of their current recruitment function;
  • Treated as a transactional administrative process.

The key challenges within Talent Acquisition continue to remain the same:

  1. Finding good candidates.
  2. Filling positions quickly.
  3. Engaging the hiring managers and getting them to see recruitment as a priority.
  4. Candidate care and experience with the recruitment process.

So what are some of the other trends in the Canadian recruitment market?

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“Unplugging your ATS”

Before all the Applicant Tracking System providers get mad at me let me explain this point.  There is finally a push amongst organizations to “humanize” their recruitment process and get back to old school basic recruitment practices.  These old school recruitment practices simply involve ensuring there are live human-to-human touch points within the recruitment process – not so innovative when you really think about it.  However, these old school recruitment functions recognize that their candidates are also potential customers and clients and appreciate every candidate’s interest in their organization regardless of their qualifications.  A quick live conversation with a candidate will go a long way to appreciate their time and interest in your organization.

For years organizations have built a wall of technology around their recruitment function – not sure what they are truly trying to guard within those walls.  Candidates continue to be frustrated with investing their time in applying to an organization through their website and feeling as though their resumes are simply dumped into a “black hole”.  Sales and marketing professionals would go crazy hearing the way most recruitment functions treat people (a.k.a. consumers) who have expressed an interest in an organization and walk away from the process feeling frustrated and unappreciated.

Many organizations are beginning to realize the benefits of moving from an Applicant Tracking System (ATS) to a Candidate Relationship Management (CRM).   The candidate centric CRM technology is helping to transform the focus of Recruitment functions and follow more of the sales and marketing principles and practices.  Hopefully this trend continues to gain momentum over the year and more organizations show candidates some appreciation.

Aggressive Candidate Sourcing

Over the past year, I have seen a significant rise in the demand for my firm’s assistance in designing and developing a greater organizational focus and capability on candidate sourcing.  Companies want to be more aggressive when it comes to candidate sourcing – so the corporate intentions are there to get away from the “Post & Pray” culture they have been used to.

The biggest obstacle for organizations in becoming more aggressive in candidate sourcing is their own capacity, or should I say the lack of capacity.  Recruitment resources at most organizations are already spread too thin these days.  On average, Recruiters are responsible for 30 to 40 open positions at one time.  Quality and aggressive sourcing takes both time and skill which is not possible when your current resources are constrained to simply operating in a reactive recruitment mode.  Organizations are beginning to look for ways to overcome this obstacle and are investing in new dedicated sourcing specialists to complement their Recruiters and hunt the market for talent.

Many of the organizations we work with are spending significant amounts of money and budget on great recruitment tools like LinkedIn Recruiter Seats and other social media platforms.  Unfortunately, these same organizations are not leveraging these costly tools to their fullest.  Most organizations and their Recruiters are not utilizing the direct candidate sourcing power of LinkedIn.  They are simply using LinkedIn for posting their open roles and are not taking advantage of all the great features LinkedIn provides for their clients.   It is critical to ensure your organization is getting the most effective use of the tools you are already paying for.

The starting point for an organization, who wants to be more aggressive and proactive with candidate sourcing, is to understand and align the business goals.  The business goals need to be translated into the talent strategy which should identify the key roles the organization will hire for over the next 6 months to 1 year.  These are the roles your sourcing function should build proactive talent pipelines for.   You cannot pipeline candidates for every role for your organization, it simply is not possible.  My recommendation is to target the top 3 to 5 key roles critical for your organization’s success and build a proactive talent pipelining strategy around them.

It takes an investment of time and money to evolve your organization into a talent hunter culture.

Deeper Assessment of Candidates – Challenging the Status Quo

According to a survey by Harris Interactive in 2013, the top influencing factors for managers in hiring candidates are:

  1. A candidate’s sense of humour (27%)
  2. A candidate’s involvement in the community (26%)
  3. The better dressed candidate (22%)
  4. Candidates with whom the hiring manager has more in common with (21%)
  5. Candidates who are physically fit (13%).

This study highlights the flaws in the current way hiring managers’ interview and assess candidates for roles within their organization.  It’s scary that following are missing from the list of the top influencing factors in hiring candidates:

  • Experience
  • Achievements
  • Organizational fit
  • Potential

Additionally, you need to assume 50% of your candidates misrepresent themselves on their resume or exaggerate their experience in an interview – are your hiring managers equipped to properly assess the candidates coming through your recruitment process?  One of the leading challenges I see with hiring managers and their interviewing practices is that they take everything candidates say as fact and rarely probe deeper into the answers candidates provide to their questions.

The format and structure of a typical candidate interview is also a challenge.  The average candidate interview is an hour.  Is an hour long interview really enough time to truly assess a candidate’s true skills and experience, their fit within the organization as well as their future potential?  When you break down the interview with the usually banter and small talk, include time for the candidate to ask questions, the hour long interview is now approximately 30 minutes long.  The hiring managers are most likely trying to get through as many of the questions as they can focusing on the quantity of questions they can ask versus the quality of the answers.

Another top challenge for an organization is to align its hiring managers with the organization’s talent strategy and goals.  Most hiring managers are simply trying to fill their open role without thinking of the new hire’s longer term potential within the organization.  As I have cited earlier, hiring managers have enough of a challenging time simply assessing a candidate’s skills and experience for the role and are rarely able to assess the candidate’s organizational fit and future potential.

Organizations are starting to realize the gaps within their interview process are directly related to the number of poor hires coming into their organization.  They are beginning to engage firms like The Talent Company to design and develop more thorough interviewing platforms and provide training for their hiring managers to be more thorough and confident in their interviewing practices.

A great business leader once told me that filling an open position is as important as any other business decision for a leader – every open position is an opportunity to upgrade your talent.  Unfortunately most organizations are not properly equipping their hiring managers with the appropriate training and tools to make the best hiring decisions.

The Balance between Candidate Romance & Assessment

We work with a number of organizations who are struggling with the balance between their candidate experience and selling the value proposition of the opportunity to the candidate versus using the appropriate level of assessments and number of interviews in order to make the right hiring decision.

There are a number of frightening statistics when it comes to hiring success:

  • According to a Leadership IQ study in 2013, 46% of new hires will fail within their first 18 months with an organization.
  • A Harris Interactive 2013 study points out that 61% of new hires are unhappy because they feel that they had been misled during the hiring process.
  • The Recruiting Roundtable in 2013 states that 50% of hiring organizations or the new hires themselves regret the decision they made.

When I see these numbers, I applaud organizations who are trying to do things differently.  They have recognized that they hiring practices are not working and they need to change.  They are trying new tools and methods to interview and assess candidates and their fit.  It’s a tough balance as candidates can quickly get frustrated with robust recruitment processes.

An organization should never feel the need to apologize for their robust recruitment process.  With the statistics cited above, an organization needs to do a more thorough job of understanding and assessing their candidates.  The following is a simple remedy to balance your candidate’s experience to ensure they still feel the “love” and can be smitten by the opportunity while gaining a deeper and more thorough perspective on the candidates:

  1. Expectations setting up front with the candidates on your recruitment process.
  2. Regular communication touch points with the candidates throughout your recruitment process to maintain their engagement with the opportunity.
  3. Follow-ups with candidates after each stage of the process to answer any questions or concerns they have with the organization and process.

The Canadian recruitment landscape continues to evolve each year with new innovative ways to recruit talent.  Organizations need to review the success they have had in acquiring and retaining talent on a regular basis.  They should not be afraid to look at and try new ways of recruiting talent and should always have the top outcome in mind – hiring the best talent for their organization.

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Simon Parkin is the Practice Leader for 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

Simon can be reached at simon.parkin@thetalent.co


January 21, 2014

HR Consulting Firm The Talent Company Announces Scott Bryan as Vice President of Consulting

Markham, Ontario, Canada – January 21, 2014 – Human Resources consulting firm The Talent Company has announced the appointment of Scott Bryan as Vice President of Consulting.

“Scott’s addition to our executive leadership team is a significant step forward in the evolution of The Talent Company,” says Joe Minaudo, Partner of the Strategy and Transformation Advisory practice. “With Scott’s experience in providing some of the most complex and value-added Branding solutions, The Talent Company becomes well positioned to provide a more expanded offering in helping clients to attract, engage and retain top talent.”

Effective immediately, Scott Bryan becomes practice leader of The Talent Company’s Marketing, Branding and Communications practice. In addition, Scott will work closely with practice leaders within The Talent Company to expand market leadership and explore new client opportunities within the human resources advisory space.

“I’m sincerely delighted to join this talented and passionate group of experts. The partners at The Talent Company are some of the most well respected HR executives in the industry. I also look forward to building true partnerships with our clients as we provide them with practical solutions and support” says Scott Bryan.

The Talent Company is a human resources consulting firm that enables organizations to achieve superior business results through the strategic acquisition, management and elevation of talent. Our organization is comprised of leading human resources, executive coaching, compensation, and talent 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.

The Talent Company – Practical Solutions. Exceptional Results.

 

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Inquiries:

 

Joe Minaudo

The Talent Company

joe.minaudo@thetalent.co

1-866-973-9152

October 4, 2013

The Coaching Imperative – An Interview with Alison Hendren, Master Certified Coach

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There is no doubt that the fastest growing competency in business today is that of Coaching. The reason for this is clear and quite simple – it works! The ever-increasing body of evidence around the ROI and cultural impact of Coaching is quite astounding.  From Fortune 500 companies to small entrepreneurial ventures, “C” suite executives and other organizational leaders, to the rank and file front line employees. All are seeing the value and benefits of Coaching as a core part of how they operate, the impact on people, and the bottom line.

I recently sat down with Alison Hendren, a pioneer in the coaching profession and founder of Coaching Out of the Box®, a Canadian owned and operated leader in coaching education. Coaching Out of the Box® works with companies in North America by training and supporting the development of coach trainers within an organization, or by the delivery of training directly to an organization by Coaching Out of the Box® itself. Although other programs like their coaching practicums are quickly growing in popularity, its flagship 5/5/5 Coaching Skills Training Program™ is gaining a tremendous amount of attention. They have had over 8,000 people attend their programs.

Bruce: So Alison, let’s cut right to the chase, why Coaching and why now?

Alison: Today’s fast paced and competitive work environment requires that we maximize the strengths and talent of all people in an organization. No longer does command and control work, and in order to retain talented and valued people, we must up our game to better support their ongoing development and satisfaction.  Honestly, it is a burning platform and organizations need all hands on deck!

Bruce: Why are leaders and organizations embracing Coaching at such a feverish rate?

Alison: It works!  One of our clients said to me recently, not only are you teaching people how to coach, you are creating raging advocates for Coaching.  People are energized when they are really listened to. They are excited to be challenged and enthusiastic to go and use these skills in their work and personal lives. They feel relief when they realize they are not responsible for figuring it all out on their own. Now they have a way to tap into the talent and abilities of others, and they love the structure of accountability that Coaching creates.

Bruce: What are the top three reasons you see organizations embracing Coaching as a core competency?

Alison:

  1. Demand; their own people are asking for it.
  2. The urgency to dramatically increase leadership effectiveness.
  3. Time and Money:  Coaching is the most potent way I’ve seen to strengthen retention of valuable people, capitalize on everyone’s strengths and talent, and at the same time move farther, faster, easier, quicker and better than it would have without coaching.

Bruce: I have heard coaches speak about bringing a “coach approach” to the way they manage, facilitate, lead, etc. What exactly does that mean?

Alison: Great question!  It means that they bring the coaching skills they’ve learned to all that they do.  It is in the way they ask questions that are more effective in finding out and seeking ideas, creativity and innovation from others.  It is the way that they take the time to really listen to others and clarify exactly what they are hearing. The way they conduct meetings so that people are heard, excited and motivated to move forward, and everyone leaves knowing who is accountable for what.  Creating an environment of asking vs telling, being curious vs knowing, highlighting and focusing on people’s strengths, getting crystal clear as to what is the purpose of any conversation and what is the intended outcome.  I think you get the idea – there is so much more!

Bruce: What is the competitive advantage you see for those who invest in Coaching both personally and organizationally?

Alison: Think about it.  When you maximize the strengths and talent of everyone, accelerate learning and innovation, have people excited and committed to supporting each other’s success while at the same time dramatically increasing accountability, AND have it so it is applicable in people’s family and personal lives you’ve got one heck of an advantage.  This is what Coaching does!

Bruce: What was the driving factor for you in creating the “5/5/5” flagship training program?

Alison: Making it as easy as possible for people to learn Coaching, use it right away and be excited to learn and develop themselves and others.  I wanted to create a way for people to learn coaching so that even after a few hours of our 5/5/5 Program they have something they can use immediately.  A few years ago we were about two hours into the program when at the break a person came up to me and said they had learned more in two hours of our coaching program than they had after several days of with another coaching program.  Yes, let’s make it as easy as possible for busy executives, leaders, managers, all employees, to learn this!

Bruce: Can you describe the ‘typical’ participant who attends the 5/5/5 Coaching Skills Training program?

Alison: They are people who want to do well in their work and personal lives and are keen to learn more and grow their skills.  They have heard about the value of Coaching, or perhaps have experienced being coached themselves and are excited about taking their leadership skills to a whole other level.

Coaching Out of the Box will be delivering a series of events across in the coming months. For more information on an event near you, please click here.

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Alison Hendren is founder of Coaching Out of the Box®, a Canadian owned and operated coaching education company. Alison also currently serves as the Director of Training for the Graduate Certificate in Executive Coaching program at Royal Roads University, as well as being on Charter Faculty for the coaching program at the University of Texas, Dallas.

Bruce is the Practice Leader, Executive Coaching with The Talent Company – a management consulting firm that specializes in human resources solutions. Bruce holds a Graduate Certificate in Executive Coaching from Royal Roads University and has completed post secondary studies in law at Carleton University and Adult Education from St. Francis Xavier University. He holds his Professional Certified Coach (PCC) credentials from the International Coach Federation. He also possesses more than 15 years of human resources experience working within a variety of sectors and industries.

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October 1, 2013

HR Consulting Firm The Talent Company Launches An Executive Coaching Practice

 

Markham, Ontario, Canada – September 25, 2013 – Human Resources consulting firm The Talent Company, announced today that it is launching a new Executive Coaching practice. In addition to an impressive roster of experienced coaches, this exciting and new practice will be lead by Bruce McLeod.

“As evidenced in our most recent international HR Pulse study, leadership development continues to be the key area of focus for most organizations,” says Simon Parkin, Managing Partner of The Talent Company. “Our Executive Coaching practice is well equipped to address this growing trend. With a seasoned leader like Bruce in place and a roster that includes some of the most accomplished and professionally accredited coaches available, The Talent Company possesses the expertise to support the talent development needs of our clients.”

The Executive Coaching practice at The Talent Company consists of a variety of options and solutions including helping our clients to build internal coaching capability and a foundation to grow leadership from within. Also, we possess an impressive roster of coaches with experience helping professionals realize their full potential in countries such as Canada, USA and Australia.

Please join Bruce McLeod and the leaders of The Talent Company at the upcoming Coaching Out of The Box™ event on November 6, 2013 in Toronto. Click here to find out more.

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The Talent Company is a human resources consulting firm that enables organizations to achieve superior business results through the strategic acquisition, management and elevation of talent. Our organization is comprised of leading human resources, executive coaching, compensation, talent and 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.

The Talent Company – Practical Solutions. Exceptional Results.

www.thetalent.co

 

Inquiries:

Joe Minaudo

The Talent Company

joe.minaudo@thetalent.co

1-866-973-9152

 

New Talent Company_logo

June 10, 2013

The Top 3 Reasons for the Rise in HR’s Effectiveness Over the Past Year – Insights from The Talent Company’s 2013 HR Pulse Study

Earlier this year The Talent Company conducted an “HR Pulse” study along with our research partner InnovationCuration on the latest mood and trends within HR from both the HR and Business Leader’s perspective.  We had a great response to our study and were excited to present our findings during an event with the Conference Board of Canada in May.  We have also been invited to present our findings and insights to a number of organizations’ internal HR team meetings and facilitate internal discussions on how these results relate to their own experiences.

To view the highlights from our HR Pulse study presented in an infographic please click here:  http://thetalent.co/wp-content/uploads/2013/03/Infographic.pdf

Over the next few weeks I will be writing a number of articles relating to the insights into the current HR landscape gained from the study.  There were definitely a few surprises for us in the results which we are excited to share with our networks.

Overall the mood within HR is very positive and more so than it has been over the past 3 years.  There is a strong feeling not only within the HR community but also among Business Leaders that HR is more effective now than it was in the year before.  In fact 61% of the HR respondents and 66% of the Business Leader respondents in the study said they feel their HR function is better now than it was the year before.

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So the million dollar questions is why the improvement in HR effectiveness over the past year?  From our analysis there were 3 main reasons for the improvement from both the HR and Business Leader perspective:

1.  HR’s Alignment to the Business Priorities

There is a strong sense that HR has finally developed anHR strategy that is directly aligned to the business objectives.   The business is finally seeing a tighter alignment between the programs HR are rolling out and the needs of the business.  Continuing within this theme there was an appreciation from the respondents that HR has successfully focused on the transformation of their function focused on HR process improvements and efficiencies.  HR is focusing more on the core activities and actions needed for their organizations to be more productive and successful.

There were many comments from respondents on the reorganization of their HR function including the consolidation and outsourcing of more of the HR transactional activities and more focus on HR technologies that enable HR to be more efficient.  In fact, 75% of the respondents indicated that the most outsourced components of their HR function were Payroll, Benefits and Pension.  Overall there was a strong feeling that HR had increased its focus on the actions and results that matter most to the business specifically when it comes to Talent.

2.  New, Stronger, Specialized HR Talent

There was a strong theme in the responses of the participants in our study indicating that their organizations have hired and invested in new, stronger HR talent over the past few years to enable their HR functions to become more effective.  Their organizations have benefited by hiring HR talent with deep specialized expertise in specific segments of the function including talent management, recruitment, leadership development, and change management.  No longer are organizations looking to build their HR functions around HR generalist talent but are instead targeting to recruit HR talent with a specialized HR skillset and a proven track record from organizations with strong HR reputations.  The primary reason for the change in HR skillset preference is the increasing pressure from the business that HR must be more effective at supporting their organization’s growth agenda.

3.  Business Buy-in to HR

There was a strong sense from both the HR professionals and the Business Leaders participating in our study that their organization has gained more confidence in their HR function’s ability to be a true business partner and positively influencing and impacting their organization’s bottom line.  This is definitely a change in the mindset for many organizations.  Our study participants provided specific examples of the positive shift in their business’s “buy-in” of HR.  They cited the improvement of HR’s alignment to their business objectives (Reason #1) as well as the new, stronger HR Talent hired into their organizations over the past few years (Reason #2).   There was a dominant theme from our study respondents that the new HR Talent have joined their organizations and invested more time and effort in understanding the business they support.  This improved understanding of the business has positively influenced the business leader’s confidence in HR’s ability to support their growth agenda.

There were also many examples of how the business is partnering and collaborating more with HR in organizational decision making.  There was a stronger degree of accountability for the Talent agenda within their organization from the business leaders – definitely a better understanding that Talent is not just an accountability of HR.

More to come from our 2013 HR Pulse Study over the next few weeks.  As always, don’t hesitate to connect with me on any questions on the study and the findings – simon.parkin@thetalent.co

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Simon Parkin is the Practice Leader for Human Resources and Talent Solutions at The Talent Company – www.thetalent.co .  The Talent Company is a management consulting firm that specializes in human resources solutions.  Our organization is comprised of leading human resources, compensation, talent, recruitment, and leadership experts with proven track records of client and organizational success.

Simon is recognized as a global thought leader in the acquisition and management of talent and has successfully transformed the HR and Talent functions 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 HR, 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.

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May 15, 2013

HR Management Consulting firm The Talent Company releases HR Pulse study results

Markham, Ontario, Canada – May 15, 2013 – The Talent Company, a management consulting firm specializing in human resources solutions recently concluded the HR Pulse study.  The study was designed to help leading business and human resources professionals gain a better, more current view of today’s HR landscape.  For this initiative, The Talent Company partnered with market research consultancy, Innovation Curation (IC!) to help gather insights.

Individuals invited to participate included business executives with experience working closely with employee issues, as well as human resources professionals whose roles are closely related to all aspects of a talent function.

More than 5,000 professionals from around the world were invited to complete a survey. Data collected was analyzed by IC! and the results are available in the form of an infographic that can be found by clicking here.  Customized data segmentation is also available for organizations that are interested in a more in-depth look at the study.

“This was a great experience for us at IC! to be involved in a study where the participants were clearly engaged and passionate about human capital themes, and it was a real pleasure to partner with category experts at The Talent Company”, says Brian Boudreau, Chief Insights Officer with IC!. “The findings really point to a time where we see a lot of optimism and opportunity for optimizing effectiveness of an HR function.”

“As business and HR leaders look for commonality with the people challenges they face, the rich results of this study provides a platform for meaningful dialogue, and how the focus of an HR function should move forward,” says Simon Parkin, Practice Leader, HR and Talent Solutions with The Talent Company. “We are very pleased with the results of HR Pulse and thank the participants for their candor and time”.

This is the first in a series of Pulse studies.  The next, entitled “Pulse on Leadership Development” commences in the fall of 2013.  For an invitation to participate in the next study, please subscribe here.

 

About The Talent Company

The Talent Company is a management consulting firm that specializes in human resources solutions. We enable organizations to achieve superior business results through the strategic acquisition, management and elevation of talent. For more information, please visit www.thetalent.co.

 

About Innovation Curation (IC!)

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

 

April 15, 2013

A Disturbing Trend in Recruitment

There are so many exciting innovations and best practices in recruitment these days that are helping to evolve our function to the next level. New recruitment sourcing tools and technologies are being launched every day that promise to make the attraction of talent easier for an organization. Organizations are spending hundreds of thousands of dollars on sourcing campaigns to develop stronger talent sourcing channels portraying themselves as a top employer. But when did recruitment become primarily just about sourcing talent? What happened to the days when recruiters were the critical interviewers and assessors of talent for an organization?

I started my career in the mid 1990’s with one of the leading global management consulting firms where I learned the value of recruitment. This organization knew talent was the key to their organizational success and invested heavily in recruitment. Recruitment wasn’t simply a function of Human Resources but was an organizational priority with every manager and leader across the business playing a key role in the recruitment process. Every individual within the organization who interviewed candidates had to successfully complete an intense 2 day behavioural interviewing training session – and on average only 75% of participants “passed” the training session including recruiters. If you didn’t successfully complete the training session you weren’t allowed to interview candidates – until you successfully completed the training. It was as intense a training session as I have ever participated in and at the time I didn’t fully comprehend the significance of the initiative.

Looking back at the behavioural interview training it taught me the key to interviewing – don’t simply take the candidate’s initial response to an interview question as sufficient for what your organization is looking for. Skilled interviewers continue to need to probe their candidates to uncover, identify and validate the needed behaviours for them to be successful in the role.

I work with a number of organizations of all sizes across many industries who ask my organization to do Recruitment Capability Assessments™ to provide a fresh set of eyes on their recruitment approach and practices. Over the past few years I have noticed a disturbing trend primarily within large organizations – Recruiters are no longer interviewing candidates. Recruiters seem to spend more of their time screening candidates, not interviewing and providing their business leaders with a deep assessment of the candidates.

I am not pointing the finger at the Recruiters for this – my finger is firmly pointed at the organizations they recruit for who are paying their Recruiters to be process managers of too many requisitions. Many of the Recruiters at the organizations we work with these days are recruiting for 50+ open requisitions at one time which isn’t effective. These Recruiters simply don’t have the time to provide more than a basic assessment of the candidates to their Hiring Managers and often don’t even meet the candidates in-person. They simply screen and pass the candidates over to the Hiring Managers to provide an in-depth assessment of the candidates.

A good sign over the past year is that organizations are starting to redevelop their recruitment strategies in partnership with Firms such as The Talent Company. They are looking for an expert review and assessment of their organization’s Recruitment practices including the strategy, processes, policies, programs, tools, technology, and Recruitment talent. As part of this review and assessment we have found a large gap in the organizations ability to properly assess their candidates going through the process. In addressing this gap, we are working with our clients to re-engineer their recruitment process, address the heavy open requisition load on their Recruiters and train their Recruiters, Hiring Managers and HR professionals on effectively interviewing and assessing talent. It’s getting back to “Old School” recruitment and making a positive impact to this disturbing trend.

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Simon Parkin is the Practice Leader for Human Resources and Talent 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 HR and Talent functions 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 HR, 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

Simon can be reached at simon.parkin@thetalent.co

 

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