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