| In previous Part-1, I mentioned about
| |
| | hire, the quality of people you chose to
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| thew need to talent acquisition, how it
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| | keep in the company and standards you
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| is different from recruitment and ways to
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| | judge people against. But you should also
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| evolve effective talent acquisition
| |
| | explicitly communicate the type and
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| strategy.Talent Acquisition
| |
| | caliber of managers you want to have in
|
| StrategiesBasic StrategiesIf we were
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| | your organization. Weave
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| really serious about looking for talent,
| |
| | development into your
|
| here are some of the things we would be
| |
| | organizationEmphasis must be on the
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| doing as Staffing, Recruiting, talent
| |
| | development of your people. Everyone in
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| Management and as human resources
| |
| | your organization - even if he/she cannot
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| professionals:1. We would work harder
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| | be a superstar - can push the limits of
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| than we do at identifying high
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| | what they can.
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| performers: Together with high performers
| |
| | But many leaders do not understand how
|
| themselves, we could establish some
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| | managers grow.Job experiences are
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| indicators of success or of high
| |
| | critical in developing people. You
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| performance for each position we recruit
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| | can: Keep the learning curve
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| for. These could be the number of sales
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| | steep: challenge managers with tasks they
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| they have made in a month, the number of
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| | do not yet know how to do.
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| reports they have written that resulted
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| | Give people different kind of
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| in consulting assignments, the amount of
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| | challenges.
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| revenue their group has generated, and so
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| | Give people high-octane special
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| forth. This is hard work though. There
| |
| | projects assignments: these assignments
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| aren't a lot of benchmarks to go by, but
| |
| | must require a variety of skills.
|
| we all know more or less who contributes
| |
| | Continuously stretch the
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| the most to our organizations. Our task
| |
| | boundaries of current jobs: challenge
|
| is to quantify those contributions.2. We
| |
| | people to reconceptualize their roles,
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| would work with managers to develop
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| | reorient their responsibilities. Let the
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| profiles of the high performers in each
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| | individual define the potential he or she
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| group: We would try to find commonalities
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| | will contribute.
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| and things we could identify during the
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| | Structure jobs to be more
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| screening process that might predict
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| | developmental.
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| success. These could be competencies,
| |
| | Pay special attention to some
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| activities high performers engage in,
| |
| | jobs.Mentoring is a powerful tool to help
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| work methods, or processes. There are
| |
| | you weaving development in your
|
| many firms that can help you determine
| |
| | organization. A mentor should offer
|
| what these "critical success factors" are
| |
| | encouragement and believe in the ability
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| and even help you develop tests to
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| | of the individual to achieve great
|
| identify them in candidates.3. We would
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| | things. Carefully assign mentors
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| find out where potential high performers
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| | Explicitly assign duties
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| like to go and what they like to do: This
| |
| | Follow up with mentees
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| step allows you to target your
| |
| | Enable multiple programs
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| advertising toward high performers and
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| | Note the benefits
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| decide which events are worth attending
| |
| | Influence People Decisions Far Down your
|
| so that you can get at the kinds of
| |
| | OrganizationDefining the standard for
|
| people you seek. Doing this well requires
| |
| | leadership talent isn't enough, though.
|
| a focus on competitive intelligence, or
| |
| | Leaders who manage talent well get
|
| "CI." CI is well known in the industrial
| |
| | directly involved in the hiring,
|
| world; many companies employ CI experts
| |
| | promotion and firing decisions for many
|
| to ferret our information about
| |
| | people as they possibly can.This doesn't
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| production capacities and equipment
| |
| | mean that you necessarily make all the
|
| installations at their competitors. The
| |
| | decisions on people two or three levels
|
| same principles apply to recruiting. You
| |
| | below you. But you should influence them
|
| can gather information from competitors
| |
| | by making sure that the talent standard
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| and from vendors and suppliers about
| |
| | is being used objectively and by
|
| where good people may be located. You can
| |
| | contributing your judgment in a
|
| certainly use your employee referral
| |
| | meaningful way. When a vacancy is being
|
| program for the same purpose.4. We would
| |
| | filled, add or remove candidates from the
|
| do a better job of collecting and
| |
| | slate, interview the finalists, voice
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| capturing critical information about
| |
| | your opinion and then in most cases, let
|
| candidates: The knowledge you gradually
| |
| | the immediate boss make the decision.
|
| accumulate is valuable and should be put
| |
| | Make it your business to know the people
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| into some sort of database where it can
| |
| | two or three levels below you well enough
|
| be shared with other recruiters. A BLOG
| |
| | to have an informed, first-hand opinion
|
| can form the basis on an internal or
| |
| | about their performance and
|
| external community of recruiters where
| |
| | potential. Drive a Simple,
|
| this kind of information can be
| |
| | Probing review of TalentDo you regularly
|
| exchanged. This is a form of knowledge
| |
| | discuss the talent in your company with
|
| sharing and transfers that, when properly
| |
| | the same rigour and intensity that you
|
| done, can save thousands of hours of work
| |
| | discuss the budget? You should. Every
|
| and bunches of money. After all,
| |
| | company, indeed every business unit or
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| headhunters rely on their own human
| |
| | division, should have a rigorous
|
| knowledge management systems (i.e. their
| |
| | talent-review process.An effective
|
| brains) to do this all the time. Our
| |
| | talent-review process has many important
|
| challenge is to make this more broadly
| |
| | benefits:
|
| accessible and to keep it current.5.
| |
| | It is a direct way for a leader to build
|
| Finally, we would recognize the
| |
| | the strength of the talent pool deep in
|
| importance of developing people so that
| |
| | the organization.
|
| they can become high performers: The
| |
| | It imposes the discipline of having
|
| recruiting function has to move toward
| |
| | regular conversations and making
|
| becoming more like a talent agency -
| |
| | decisions about people, some things that
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| something it has not been historically.
| |
| | are easy to let slide.
|
| Talent agencies not only recognize talent
| |
| | It is a way for the leaders to engage in
|
| but also develop it for strategic
| |
| | discussion about the standard of talent
|
| purposes. We as recruiters need to take
| |
| | they are seeking to build and how they
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| our knowledge of what talent looks like
| |
| | should go about doing that.
|
| and offer people who have "it" a chance
| |
| | It is the backbone of good Talent
|
| to acquire the skills they need to
| |
| | Management.A talent review is a
|
| perform the jobs we have.Mostly this will
| |
| | disciplined way for the leaders of an
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| apply to our current employee
| |
| | organization to discuss the performance
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| populations, but it could also apply to
| |
| | and potential of their people and to
|
| people outside as well. The only limits
| |
| | decide on action plans for strengthening
|
| are our own vision and our ability to
| |
| | the talent pool. This is a very different
|
| work within the politics of our corporate
| |
| | from perfunctory succession-planning
|
| environments. One way to find those with
| |
| | event that most companies hold-events
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| talent would be to open all of our
| |
| | that are marked by polite presentations,
|
| screening processes to anyone and then
| |
| | an absence of candour and little
|
| select those who seem likely to be
| |
| | follow-up action. The best companies have
|
| successful. The Internet and our
| |
| | rigorous talent reviews in each division,
|
| recruiting websites make this very easy
| |
| | with the same intensity and importance as
|
| to do. The development side could take
| |
| | the budget process. Hold Managers
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| the form of classroom training,
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| | Accountable for the strength of their
|
| e-learning, internships, action
| |
| | talent poolsEach unit- be it Account
|
| (work-based) learning assignments, or
| |
| | Dept., Product Division, Customer Service
|
| special programs that train a group of
| |
| | Division, Sales Force- Should set three
|
| people for specific jobs within a
| |
| | to six Specific talent strengthening
|
| company.The key is that recruiting is not
| |
| | objectives for the coming year. These
|
| only about finding talent, but also,
| |
| | objectives should be negotiated between
|
| increasingly, about developing it. If we
| |
| | the unit manager and the next-higher
|
| are to move our profession upwards and
| |
| | executive. Assessing how well a manager
|
| start making real contributions to the
| |
| | delivers against those objectives will
|
| bottom line, these things I have
| |
| | require judgment and ongoing discussions
|
| described are what it is going to
| |
| | about how effectively the talent pool is
|
| take.Talent Acquisition Strategies for
| |
| | being built. Unfortunately, these
|
| 21st CenturyBefore we start further lets
| |
| | conversations are nor taking place in any
|
| see what's the mindset of people about
| |
| | systematic, comprehensive, probing way in
|
| "Talent Acquisition":Old Mindset about
| |
| | most companies today.Last but not least
|
| People:
| |
| | lets discuss about another way of "Talent
|
| A. A vague notion that "People are our
| |
| | Acquisition"...POACHING...acceptable or
|
| Most Important Asset"
| |
| | unacceptable??A Primer on
|
| B. HR is responsible for people
| |
| | PoachingPoaching is not wrong and it is
|
| Management
| |
| | not unethical as well. It only shows some
|
| C. We have a two-day Success Planning
| |
| | loop holes in the retention strategies of
|
| Exercise Once a year
| |
| | the company whose employees are being
|
| D. I work with the people I inherit.New
| |
| | poached. If I identify a talent of my
|
| Talent Mindset
| |
| | requirement in your company and if I can
|
| A. A deep conviction that Talent Leads
| |
| | afford that talent in terms of
|
| to Better Corporate Performance
| |
| | Compensation and growth then I have every
|
| B. All Managers Are Accountable for
| |
| | right to poach the same. Poaching talent
|
| strengthening their talent Pool
| |
| | is the practice of proactively targeting
|
| C. Talent Managers is a central Part of
| |
| | and hiring top talent away from a
|
| How we run the company
| |
| | competitor or top firm, with the specific
|
| D. I take bold actions to build the
| |
| | intention of:Securing skills or
|
| talent pool I need Strengthen
| |
| | capabilities faster than if you were to
|
| Your Own Direct ReportsBecoming a great
| |
| | attempt to develop talent internally
|
| talent manager starts in your own back
| |
| | through training and development
|
| yard. Set high standards for the caliber
| |
| | effortsSecuring expanded capacity (i.e.
|
| of talent you will have on your team and
| |
| | more bodies) that will require fewer
|
| take deliberate action to strengthen that
| |
| | ramps up time
|
| group. Develop a discerning "nose" for
| |
| | Mitigating high-level talent losses due
|
| talent, and make clear-eyed, insightful
| |
| | to attritionDamaging your competitors'
|
| assessments of the performance and
| |
| | ability to achieve their strategic
|
| potential of each person. Are they
| |
| | objectivesThe approach is not new and has
|
| capable of taking this particular job
| |
| | been deployed around the world for ages,
|
| where it needs to go? What are their
| |
| | particularly in sports. Take a World Cup
|
| greatest strengths and what holds them
| |
| | soccer (football) team for example. Can
|
| back from being more effective?Tell your
| |
| | you think of a single team that is made
|
| people, in a straightforward way, how
| |
| | up entirely of players from the country
|
| they are performing and what you perceive
| |
| | that team represents? The truth is that
|
| as their greatest strengths and
| |
| | when winning matters, the best teams seek
|
| weaknesses. Only 35 percent of the
| |
| | out the best talent wherever it resides,
|
| managers in our survey feel that their
| |
| | be it their backyard or a tiny
|
| company is open and candid with them.
| |
| | undeveloped country nestled between two
|
| Telling people about their strengths
| |
| | warring nations.An Unstoppable Global
|
| builds their self-confidence. Telling
| |
| | TrendThe migration to a truly global
|
| them about their weaknesses helps them
| |
| | economy is impacting every nation large
|
| grow. Give people the performance
| |
| | and small in both positive and negative
|
| feedback they so need, and then encourage
| |
| | ways. One of the most apparent impacts is
|
| and coach them to improve their
| |
| | that it has increased demand for labor in
|
| performance.Give the strong performers
| |
| | nations that once supplied a surplus to
|
| new challenges, greater responsibilities
| |
| | developing nations, causing dramatic
|
| and the tasks they are most passionate
| |
| | increases in local wages, in turn making
|
| about. Accelerate their development and
| |
| | it more difficult to recruit talent
|
| do everything you can to keep them
| |
| | abroad. In addition, the rampant growth
|
| delighted and energized. Spend two-thirds
| |
| | of offshore outsourcing has imbued
|
| of your coaching time on the A and B
| |
| | developing nations with disposable
|
| performers, rather than on the C
| |
| | income, making possible their investment
|
| performers, as can so easily happen.Face
| |
| | into higher value work.Combined, these
|
| up to the difficult task of dealing with
| |
| | two external forces are complicating the
|
| low performers. Tell them unambiguously
| |
| | pillage model that for so many years has
|
| that their performance is not good
| |
| | filled hospitals with nurses and hardware
|
| enough, and tell them exactly what they
| |
| | software firms with engineers. It has
|
| need to do to improve. Encourage and help
| |
| | also turned the tables; such that
|
| them to improve. If their performance
| |
| | developing nations must now devise ways
|
| does not improve sufficiently, remove
| |
| | to steal talent back from hyper-developed
|
| them from the position, either by finding
| |
| | nations, i.e. poach!
|
| them a different role that will allow
| |
| | Aggressive firms in such nations are
|
| them to succeed or by asking them to
| |
| | following the leaders, they are:Putting
|
| leave the company. A recent study
| |
| | work where the talent resides
|
| published in Fortune magazine noted that
| |
| | Subcontracting outsource contracts for
|
| the single greatest reason why
| |
| | low value activities to other developing
|
| unsuccessful CEOs fail is their inability
| |
| | nations
|
| to deal with poorly performing
| |
| | Opening offices in locations that
|
| subordinates.While developing the people
| |
| | compete directly with their clients
|
| you already have, hunt for new talent to
| |
| | Offering very lucrative compensation
|
| bring into your group. Look for
| |
| | packages for key players who return or
|
| high-potential people deep within your
| |
| | are willing to relocate to a developing
|
| organization to promote. Look for high
| |
| | nation
|
| performers in other units and constantly
| |
| | In short, the war for talent is no
|
| scout your networks on the outside for
| |
| | longer a local war, but rather a global
|
| highly talented people to bring into the
| |
| | one that will drive the evolution and
|
| company.Finally do everything you can to
| |
| | practice of talent poaching.Three
|
| make your unit a magnet for highly
| |
| | Dominant Poaching StrategiesPoaching
|
| talented people. Give people exciting
| |
| | activities largely fall into one of three
|
| challenges and lots of room to spread
| |
| | categories:Direct sourcing. Firms use new
|
| their wings. Help them grow their skills
| |
| | data-mining techniques and tools,
|
| and body of experience. Be a demanding
| |
| | combined with age-old recruiter phone
|
| boss who sets high aspirations, but also
| |
| | techniques, to mine the organizational
|
| one who engenders trust and helps others
| |
| | structure, employee identities, and
|
| shine.All of the above actions contribute
| |
| | employee performance indicators of talent
|
| to achieving a subtle objective: They
| |
| | and product competitors. This competitive
|
| instill a talent mindset in leaders
| |
| | intelligence is later used to determine
|
| throughout the organization. Companies
| |
| | whom specifically should be targeted for
|
| that practice outstanding talent
| |
| | poaching. All work is carried out
|
| management have the talent mindset
| |
| | internally.Third-party poaching. This
|
| embedded in the institution.Part of a
| |
| | strategy relies on using a vendor or
|
| leader's job is to teach others the
| |
| | series of vendors to identify everything
|
| mindset, skills and habits of good talent
| |
| | from which firms to target to what
|
| management. You do this in part by role
| |
| | individuals to go after based on your
|
| modeling effective talent management. Do
| |
| | strategic objectives. (It is also by far
|
| you give candid feedback to your direct
| |
| | the most common way organizations that
|
| reports on their performance and how they
| |
| | find poaching unethical actually practice
|
| can improve? Do you actively help your
| |
| | it themselves. In their minds, poaching
|
| people shape their roles so they are
| |
| | is perceived as unethical only if you do
|
| constantly growing and stretching? Do you
| |
| | it yourself.)Attract them with "honey."
|
| have a number of people outside your
| |
| | The third strategy is likely the one that
|
| reporting line that you actively mentor?
| |
| | few organizations would associate with
|
| If you are not doing these things, why
| |
| | poaching, what we call the "attract them
|
| would anyone else in your organization do
| |
| | with honey" strategy. This approach
|
| them?You also instill a talent mindset by
| |
| | utilizes six different channels to drive
|
| sharing and teaching your philosophies
| |
| | candidates to your organization from
|
| about what it takes to build a strong
| |
| | other specific organizations, much like
|
| talent pool and what it takes to be an
| |
| | product firms steer you to their products
|
| effective leader. Kevin Sharer, CEO of
| |
| | in grocery stores.All three strategies
|
| Amgen, is very deliberate about this: "I
| |
| | have the same impact in the long run, but
|
| have tried to convince our top managers
| |
| | offer firms a varied level of "ethical
|
| that if they believe people and people
| |
| | exposure," timeline, and cost. The three
|
| processes are HR's responsibility, they
| |
| | strategies outlined above are rank
|
| have totally missed the point. People are
| |
| | ordered in terms of their time to
|
| every manager's responsibility. That's
| |
| | productivity and cost, from least
|
| the only way we will strengthen our
| |
| | expensive with quickest impact to most
|
| talent pipeline."When we asked Sharer how
| |
| | expensive with slowest
|
| confident he was that he could convince
| |
| | impact.ConclusionThis article is quite
|
| leaders, managers and scientists to
| |
| | exhaustive and in this I tried to explore
|
| embrace a talent mindset and make talent
| |
| | almost all the methods of "Talent
|
| their job, he responded, "We're making
| |
| | Acquisitions" but "Recruitment Managers"
|
| good progress. When you're working with
| |
| | and "Talent Acquisition Managers" can
|
| me, strengthening your talent pool isn't
| |
| | still innovate many other "Strategies"
|
| some optional deal."Taking an active role
| |
| | for effective Talent Acquisition.By
|
| in building the talent pool throughout
| |
| | Sanjeev Sharma
|
| your company will require anywhere from
| |
| | or Blog:
|
| 30 to 50 percent of your time and
| |
| | You can read my articles on Contact
|
| attention. But how could you make better
| |
| | Center and Call Center Industry at and
|
| use of your time? Becoming a great talent
| |
| | with my own friends who are into
|
| leader may require a fundamental shift in
| |
| | hiring...from across the globe.Inputs
|
| how you conceive of your job. Every
| |
| | from the Research Team of 07/09
|
| leader should make talent management a
| |
| | Management Consultants.Other books
|
| central part of his or her job, too. This
| |
| | referred are:
|
| process will direct your company into
| |
| | 1. The Talent Management Handbook:
|
| building leaders while positively
| |
| | Creating Organizational Excellence by
|
| impacting the overall performance
| |
| | Identifying, Developing, and Promoting
|
| therein. Establish a talent
| |
| | Your Best People (Hardcover)
|
| Standard... sharp difference between
| |
| | by Lance A. Berger, Dorothy R. Berger
|
| poor; average and excellent performance
| |
| | 2. Recruiting Excellence: An Insider's
|
| is creating a benchmark for evaluation
| |
| | Guide to Sourcing Top Talent; by Jeff
|
| and promotion.If you are a leader of a
| |
| | Grout, Sarah Perrin
|
| large organization, you also have to
| |
| | 3. Ask the Headhunter: Reinventing the
|
| extend your influence to the talent pool.
| |
| | Interview to Win the Job; by Nicholas
|
| Start by setting the gold standard for
| |
| | Corcodilos, Nicholas Cordilos
|
| talent for your organization. Identify
| |
| | 4. Hiring the Best: A Manager's Guide to
|
| and articulate the characteristics and
| |
| | Effective Interviewing by Martin Yate
|
| caliber of leaders that the organization
| |
| | 5. Hiring the Best Knowledge Workers, by
|
| should have. You model this every day
| |
| | Techies & Nerds
|
| through the quality of the people you
| |
| | 6.
|
