The employee as we new them is gone forever.
Talent Acquisition & Development
Impact Global Coaching provides many services in support of talent acquisition and development.
We share our insights on the talent lifecycle below.
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Barry M George
Are you competing with Freelancers and Gig workers to fill the traditional legacy positions? Compared to just a few years ago, candidates now have far more power during the job search. This employee-worker power extends into development as well. There is no invisible “loyalty handcuffs”. Employees from individual contributors to CEO’s will leave your company if they don’t feel valuable and are being developed.
In addition to the employee-worker attitude shift, ever intrusive government regulations place a burden on companies who use traditional recruiting techniques.
The new currency of the labor market has become mobility, not stability. The balance of power in the employer/employee-worker relationship has tipped in favor of employees. How can you tip the scales back to your favor?
HR professionals will need to rethink the way they manage the growing number of workers shifting to freelance and contract modes of employment. Defining the role, environment and needs of employees are essential to help workers maintain connections across borders, managers lead their teams and drive collaboration.
Gartner estimates that by 2030, that 70% of organizations will use a unified talent management (UTM) strategy for their entire workforce – freelancers, gig workers and employees.
Have you considered true job sharing across these various worker groups? Create a new tier of benefits to include major medical for job sharing. Bonuses, profit sharing, commissions are the equivalent of a full-time position and split accordingly. Let the job partners be accountable to each other as well as the manager.
In Google’s Project Oxygen research on the type of manager to which their workers would most respond it was the communication style and quality of feedback coaching that created an engaging working relationship.
Consider adding a layer of personality assessments to your assessment of candidates.
Let an Impact Organizational Design expert guide you in this process.
How are you currently assessing your candidates? Of course, you are using technology to search for key words, terms, phrases and dates. On average, businesses use up to 24 talent acquisition and HR technologies, with the number one challenge being how to analyze the data. If your data is bad, then technology is working against you. How can you make technology work for you? People Analytics of course.
People Analytics also known as talent analytics or HR analytics, refers to the method of analytics that can help managers and executives make decisions about their employees or workforce. Mapping your people data to the cultural and business data points will provide powerful allies when assessment candidates. In addition to the analytics typically analyzed by people leaders, consider on additional set of data; personality assessments.
Impact clients have found that by adding personality assessment (behaviors, motivators, Emotional IQ) to the hiring process that they a. design better positions, b. gain candidates who fit, and c. have a coaching plan in place from the start of employment. Impact assessments for hiring are fast, cost effective and have a positive impact for individual contributors, high potentials, first time managers, middle managers, executives, the C suite and Boards.
To learn more about how you can introduce this valuable data into your people lifecycle contact us today.
Here’s a question. “Do you create job requisitions or design a role?”.
Job requisitions are typically based on a long-ago created document that has been updated over time. The process of designing a role, job benchmarking, provides a fresh look at what the role entails today.
- Decision making
The process of interviewing the people who are most impacted by the role (peers, managers, subordinates, supporting roles, suppliers, customers), direct and indirect, will generate a clean list of must haves for the role.
Your Impact coach will be facilitated, then align, the must haves to an appropriate set of skills and personality traits that can be prescreened. By eliminating individual conscious (I like people like me) and unconscienced biases you are presented with candidates that will fit and stick for years to come.
Role Design becomes more important as you move up the corporate ladder to senior executives, C Suite and Board Members. The techniques are the same with Interviewing and Assessments will become more complex. The results will not only assist in securing the best person for the job but will provide a coaching plan for development. Since 1 out of every 5 senior managers leave within 12 months this process will reduce the risk that you hire is the 1 in 5 that leaves you.
Impact coaches will interview the ecosystem in which your role is being designed. We then build a complete description and screening assessment.
Stop hiring who you want and start hiring who you need.
Impact has programs designed to instill the desire and develop the characteristics of leadership in your organization from Individual Contributors to the Executive Suite.
Your custom leadership program will be developed around a framework of leading self, others and the business.
The first step is to layer in a coaching culture based on Awareness and Feedback. Through assessments, workshops and coaching, your company moves towards its desired state. Then add proper Role Design and you are on your way to creating a company of leaders.
Every role must have clarity on what good looks like as far as leadership is concerned. Remember, this is not about performance, but about developing the capacity of each worker.
Align leadership attributes that are universal and specific to each role.
Inclusion & Diversity (I&D)
If you are a public company or sell products or services to a public company or government entity, you are required by local, provincial, state, national and multi-country unions to have your talent acquisition program include various protected groups as well as diversity within those groups. So how does this affect your talent acquisition.
Legislating to hiring managers the new group of candidates that, “you will hire if qualified” will silently trigger their biases; known and unknown. Social scientists understand that the foundation for all human connection is our mirrored reflection; attraction to people like ourselves. So how do we break through this primal conditioning to a place of understanding?
To focus on preparing the manager for an expanded population of workers moves the bullseye from the person that is different than me to how I can grow to be of value to more people. The two areas of greatest impact for this desired change in managers is to assess/grow Emotional IQ and empower with Positive Feedback Skills.
Mangers who have heightened awareness and master feedback coaching can develop anyone.
There is an old saying, “you don’t get a second opportunity to make a first impression”. This is no truer than when a business hires a new worker.
Why do 32% of new managers leave in their first year with a company? Even more amazing is that 20% of CEO’s leave their companies within the first year on the job. Why?
With all the data generated from People Analytics how is it that we still loose so many people in the first year?
Impact has been involved with the onboarding of highly diverse, remote and virtual workers, around the world since 2014. What we have found is that successful onboarding results in a first year turn over reduction of 58%. This is accomplished by blending the job design, talent assessment and onboarding into a seamless experience. The secret to these tremendous results is that we introduce feedback coaching to the managers while preparing the new hires to be accountable, communicative and collaborative within the scope of their role.
Another factor is that Onboarding is not just a one-time event. It must be part of a layer of activities that lead into role development. With clear cut expectations and pre-determined check-in dates, new people to the company feel valued and accountable.
Clear communication and feedback coaching on agreed to “what good looks like goals” will increase ramp to success
There is nothing more satisfying to a manager, coach or HR than to promote from within. Yet, many companies forget to prepare their internal people in advance of new or vacant roles.
That said, the first step to preparing to identify high potentials is to make certain that you have Designed Roles. The outcome of Designing Roles is that you have a set of needed skills and experiences. When you add an onboarding program to the role there are a series of expectations/goals for which there are examples of what good looks like.
Managers in or over the roles designed have the opportunity to identify people they consider high potential. High potential can have various definitions. Impact suggests you start with the following.
A High Potential is a person who is proficient in their current role, successfully completing the assigns components of a development plan and taking on tasks from there manager, in part or whole.
What will be the impact to increased promoting more from within?