I'm having one of those days today - thinking thinking thinking - and it seems to me that one (or indeed a collective thereof) must be brave to reap the rewards.
In what appears to be a climate of reticence around social media, creating a brand or using an existing strong brand in a social media space I am concerned that I, and perhaps you are missing out on opportunities?
I think we've all read more than sufficient on social media, and how it is used in 80% or more of all hires in the USA these days - I would love to know how those stats are arrived at - but lets assume it is because people have used social media to connect with someone who subsequently became a hire (ok) - the question I find myself asking (perhaps rhetorically) is - do we know how to use social media to achieve this, and whose responsibility is it? In the talent space, one would argue it is HR's, in the branding space undoubtedly Marketing types would be putting their hands up to 'own' the social media strategy, and indeed thats not wrong - but in the talent space, is the answer not 'both - HR & Marketing'?
If HR & Marketing are the answer, then how do the two work together to deliver a comprehensive and engaging commercial social media experience that also works as a means to identify potential talent resource and technically able people?
What tools and resources are out there to facilitate this to happen?
Who is leading the charge, who is lagging behind?
What mistakes have been made, and what can the later adopters learn from it?
There is no doubt it (social media) is the next 'big thing' - but the question is, abit like computers or kindle readers or microwaves or photoshop - how do we use it and make it work? Is it true that those of us who 'got' the computer, the microwave and photoshop when they arrived have never looked back, but those who didn't are still boiling their veg in a pot, still using traditional film and taking that off to the photography counter somewhere, and reading a paper book?
What do you think - do share your thoughts....
Monday, 26 March 2012
An italian coffee story....
I was just posting a comment on a LinkedIn group, and had an epiphany.... well ok, maybe not quite that earth shattering but sometimes its the little things that matter (like a double espresso in the morning)....
Over recent days and weeks i've met with, talked to and otherwise engaged with various others in the HR community where there have been a lot of verbiage about recruiting, talent, EVP, sourcing, assessment & selection etc etc.
Someone had kindly posted a question on a group about recognising talent when it comes along - a good and relevant question is it not?
So of course right now I have a slightly vested interest in this, as someone myself who doesn't tick all the boxes, i'm far too individual for that (more an affogato than a latte) - it seems to me that many people (at times myself included) are guilty of candidate blindness, or to be more accurate, the last star performer blindness.
The question of recognising talent is not only about thinking outside the boxes, but also about realising that great talent can be found in every country, in every social demographic, and every generational demographic, and indeed, in every industry, skill level, and job type.....
As one of these 'individuals' who can't easily be put into a box or pigeon hole, i to am vexed by the desire for people to do this - it is Human Nature I hear you say, and indeed you are pretty much right, but, do we realise how detrimental it is to us as HR people, and organisations and as a collective that needs to continually evolve, innovate and be different to do so?
Perhaps there is some utopia where the idea that understanding what someone can actually deliver is more important than asking where they delivered it before? Is the fact someone has learnt primarily from a book more valuable than someone who has learnt from hands on experience or vice versa? Do we need to constantly recycle the same people through an industry without giving opportunity to those who are looking for a new challenge, and who might well bring completely new ideas to the industry?
Whilst parked up in a cafe recently I took a moment to look around, and it struck me that, without innovation, without exploring new territories and without think about the need to have more, to be diverse, and to take a risk on something other than what we know, we would all still be drinking Nescafe - certainly I for one am delighted that the idea of a real italian coffee has become the norm - that 'new fangled' expresso machine that sits proudly on the bench top is indeed an innovation, and I did have to think outside the box to spend all that money buying it, but what a reward!
Over recent days and weeks i've met with, talked to and otherwise engaged with various others in the HR community where there have been a lot of verbiage about recruiting, talent, EVP, sourcing, assessment & selection etc etc.
Someone had kindly posted a question on a group about recognising talent when it comes along - a good and relevant question is it not?
So of course right now I have a slightly vested interest in this, as someone myself who doesn't tick all the boxes, i'm far too individual for that (more an affogato than a latte) - it seems to me that many people (at times myself included) are guilty of candidate blindness, or to be more accurate, the last star performer blindness.
The question of recognising talent is not only about thinking outside the boxes, but also about realising that great talent can be found in every country, in every social demographic, and every generational demographic, and indeed, in every industry, skill level, and job type.....
As one of these 'individuals' who can't easily be put into a box or pigeon hole, i to am vexed by the desire for people to do this - it is Human Nature I hear you say, and indeed you are pretty much right, but, do we realise how detrimental it is to us as HR people, and organisations and as a collective that needs to continually evolve, innovate and be different to do so?
Perhaps there is some utopia where the idea that understanding what someone can actually deliver is more important than asking where they delivered it before? Is the fact someone has learnt primarily from a book more valuable than someone who has learnt from hands on experience or vice versa? Do we need to constantly recycle the same people through an industry without giving opportunity to those who are looking for a new challenge, and who might well bring completely new ideas to the industry?
Whilst parked up in a cafe recently I took a moment to look around, and it struck me that, without innovation, without exploring new territories and without think about the need to have more, to be diverse, and to take a risk on something other than what we know, we would all still be drinking Nescafe - certainly I for one am delighted that the idea of a real italian coffee has become the norm - that 'new fangled' expresso machine that sits proudly on the bench top is indeed an innovation, and I did have to think outside the box to spend all that money buying it, but what a reward!
Tuesday, 13 March 2012
The Talent War
Those of us who work in HR, Talent or indeed any business hear so very much of late about the 'war for talent'.
As someone who now finds himself on the battle-lines, I have to pass an observation that the 'war' appears to be something on an aberration - surely in a war, one must act accordingly?
Imagine back in 1939 if you will, that War was declared, and everyone continued to act as they did in times of Peace & Prosperity? I dare venture outcomes would have been dramatically different.
As someone who has spent considerable time, energy and effort in Talent & Recruitment, I will admit that the 'war' is something I was continually aware of. Perhaps it is fair to say that this cognisance was also about realising that without strong employer branding, one really did need to act as if there were a war going on?
I hear, and am experiencing for myself, a mix of approaches, one which seems to acknowledge the war and act accordingly, and another that appears to still believe that we are in times of peace, harmony and prosperity - so, which is actually true - is there a real war happening, or is it a media beatup?
In my experience, in the midst of war, one must be decisive, execute effectively (excuse the pun) - and be seen to be leading from the front, thinking outside the box, surprising the other side constantly by doing something unexpected and different.
It is interesting, and perhaps just indicative of a sector or cultural inability to transform to a different set of circumstances with agility, that many companies are still behaving as if there is no talent shortage, brain drain or any thing else going on. Similarly, the recruitment industry often behaves the same way - slow, unresponsive, more forms and boxes than innovation, surprises and doing it differently?
so tell me this, is there truly a war on, and if there is what should be done differently? Where are those creative Generals who come up with something new, different and dynamic? Who is leading the charge in business to bring about the transformation, to mitigation of the forms and boxes, and seeing talent attraction, and talent development and planning as critical factors in winning the war?
Do we need a rethink, to think and act different, to deliver cogent and effective tools to get and keep the good talent that must surely be out there - if so, at what point do we stand up and say 'I have a dream' and the dream will deliver what we need in business without creating barriers to success? Are we arrogant in our expectations, do candidates still want or indeed need to go through boot camp to get a foot in the door - do we need them more than they need us?
Human history is full of scenarios of war, and the talent war is no different, and yet, as a species we need to be agile and respond as our forebears did in 1916 and 1939 - but are we mobilising to win the war?
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