Comments on: Managing Talent http://www.ere.net/2006/10/12/managing-talent/ Recruiting News, Recruiting Events, Recruiting Community, Social Recruiting Mon, 23 Nov 2009 11:02:01 -0500 http://wordpress.org/?v=2.8.4 hourly 1 By: Tim Nelson http://www.ere.net/2006/10/12/managing-talent/comment-page-1/#comment-4381 Tim Nelson Thu, 12 Oct 2006 08:42:00 +0000 http://www.ere.net/2006/10/12/managing-talent/#comment-4381 http://www.accolo.com/ Recruitment Process Outsorurcing companies that are creating innovative processes to locate, interview and drive prospective candidates to their opportunities are going to win out over time if HR is unable to innovate and change. To those who look for simplified technological solutions like these or faster access to candidates (via a Nimblecat.com type faster sorting of viable candidates) the race will go once again to the quick and nimble, not the behemouth that cannot adapt its hiring practices and models to the next generation of workers. http://www.accolo.com/

Recruitment Process Outsorurcing companies that are creating innovative processes to locate, interview and drive prospective candidates to their opportunities are going to win out over time if HR is unable to innovate and change. To those who look for simplified technological solutions like these or faster access to candidates (via a Nimblecat.com type faster sorting of viable candidates) the race will go once again to the quick and nimble, not the behemouth that cannot adapt its hiring practices and models to the next generation of workers.

]]> By: Pamela Moore, SPHR http://www.ere.net/2006/10/12/managing-talent/comment-page-1/#comment-4380 Pamela Moore, SPHR Thu, 12 Oct 2006 05:33:00 +0000 http://www.ere.net/2006/10/12/managing-talent/#comment-4380 I would add one other item to the list of things recruiters need to do: understand your company's business. Not just what it does, but how things are done, why decisions are made, what the business strategy is, etc. Talk to the decision-makers about the business. If you don't have a seat at the table, then talk to people in the hallways. Show them you're interested in the company, not just your function within it. Then, actively find ways that your function can support the business strategy. If managers aren't thinking ahead to what kind of talent they need for the future, then you should fill that gap. Be creative when determining what positions get filled. Most managers will automatically default to filling a vacant position with a similar replacement. It is our job to assess whether that is right for the business, and suggest alternatives if necessary. Does the position need to be redesigned to fit future strategy? Should the position be filled at all, or can the company do without it by restructuring the duties? Do you really need to hire from outside or could you train someone internally? It's not just about the talent we hire, but our assessments of what kind of talent is right for the business, and whether it's necessary at all. This kind of big picture thinking gets noticed and appreciated by upper management. It will also be noticed by our candidates, and it speaks volumes about your company if an HR person can talk about business strategy, financial information, and what kinds of marketing, etc is going on in other departments. We are not just recruiters, we are an essential part of our businesses and in positions that can greatly influence our companys' success. I would add one other item to the list of things recruiters need to do: understand your company’s business. Not just what it does, but how things are done, why decisions are made, what the business strategy is, etc. Talk to the decision-makers about the business. If you don’t have a seat at the table, then talk to people in the hallways. Show them you’re interested in the company, not just your function within it.

Then, actively find ways that your function can support the business strategy. If managers aren’t thinking ahead to what kind of talent they need for the future, then you should fill that gap.

Be creative when determining what positions get filled. Most managers will automatically default to filling a vacant position with a similar replacement. It is our job to assess whether that is right for the business, and suggest alternatives if necessary. Does the position need to be redesigned to fit future strategy? Should the position be filled at all, or can the company do without it by restructuring the duties? Do you really need to hire from outside or could you train someone internally?

It’s not just about the talent we hire, but our assessments of what kind of talent is right for the business, and whether it’s necessary at all.

This kind of big picture thinking gets noticed and appreciated by upper management. It will also be noticed by our candidates, and it speaks volumes about your company if an HR person can talk about business strategy, financial information, and what kinds of marketing, etc is going on in other departments.

We are not just recruiters, we are an essential part of our businesses and in positions that can greatly influence our companys’ success.

]]> By: Liam Pollock http://www.ere.net/2006/10/12/managing-talent/comment-page-1/#comment-4379 Liam Pollock Thu, 12 Oct 2006 03:15:00 +0000 http://www.ere.net/2006/10/12/managing-talent/#comment-4379 I think this article reinforces the idea that recruitment/Talent Spotters should be part of a strategic business unit as opposed to part of functional/administrative HR teams. We, as recruiters need to keep this in mind that we are strategic assets and not just automatons filling role after role with now meaning or passion. Good article to read after looking at your request board! Liam I think this article reinforces the idea that recruitment/Talent Spotters should be part of a strategic business unit as opposed to part of functional/administrative HR teams. We, as recruiters need to keep this in mind that we are strategic assets and not just automatons filling role after role with now meaning or passion.

Good article to read after looking at your request board!

Liam

]]> By: Jim Doherty http://www.ere.net/2006/10/12/managing-talent/comment-page-1/#comment-4378 Jim Doherty Thu, 12 Oct 2006 02:44:00 +0000 http://www.ere.net/2006/10/12/managing-talent/#comment-4378 If a tree falls in the woods and you are not near it, does it make a noise? What you propose here is like preaching to the choir. 62% of HR managers view attracting and recruiting talent as their #1 priority. What about the other 38%? I would be interested in what is #1 on the CEOs list and on down the organization at each level. Other than saying Talent is Pri1, what daily actions do they practice that really reflect that? Talk is cheap, how strong and bold are the ACTIONS! This is NOT an HR issue it is an enterprise wide issue, but I guess someone has to herd those cats and take the fall. If a tree falls in the woods and you are not near it, does it make a noise?
What you propose here is like preaching to the choir.
62% of HR managers view attracting and recruiting talent as their #1 priority. What about the other 38%?
I would be interested in what is #1 on the CEOs list and on down the organization at each level.
Other than saying Talent is Pri1, what daily actions do they practice that really reflect that?
Talk is cheap, how strong and bold are the ACTIONS!
This is NOT an HR issue it is an enterprise wide issue, but I guess someone has to herd those cats and take the fall.

]]> By: Bob Gately http://www.ere.net/2006/10/12/managing-talent/comment-page-1/#comment-4377 Bob Gately Thu, 12 Oct 2006 02:39:00 +0000 http://www.ere.net/2006/10/12/managing-talent/#comment-4377 'It is now HR's turn to be the focus for initiatives and research to help improve the availability of needed talent and the overall quality of talent.' I read this to mean that talent is another word for competent employee. Talent is defined in the book, see page 71, 'First, Break All the Rules, what the world's greatest managers do differently', by Marcus Buckingham and Curt Coffman of the Gallup Organization, as 'a recurring pattern of thought, feeling, or behavior that can be productively applied ... The emphasis here is on the word 'recurring.' Great managers say 'Your talents are the behaviors you find yourself doing often.'' Hiring for talent is the key to hiring successful employees. Most employers don't measure talent so they can't hire for talent even if they do hire the best and the brightest. ‘It is now HR’s turn to be the focus for initiatives and research to help improve the availability of needed talent and the overall quality of talent.’

I read this to mean that talent is another word for competent employee. Talent is defined in the book, see page 71, ‘First, Break All the Rules, what the world’s greatest managers do differently’, by Marcus Buckingham and Curt Coffman of the Gallup Organization, as ‘a recurring pattern of thought, feeling, or behavior that can be productively applied … The emphasis here is on the word ‘recurring.’ Great managers say ‘Your talents are the behaviors you find yourself doing often.”

Hiring for talent is the key to hiring successful employees. Most employers don’t measure talent so they can’t hire for talent even if they do hire the best and the brightest.

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