As an engineering student, I participated in the cooperative education program, with many of my work semesters taking place at the NASA Research Center in Cleveland. It was there I learned the importance of effective data management and in collecting data from a scientific point of view. Maybe it was the fact that engineers spent a lot of their time setting up FORTRAN programs to do any kind of data analysis, but I learned to think through what I was looking for, because data analysis was expensive and time consuming.
At the recent Human Capital Leadership Breakfast hosted by Argyle Executive Forum, an all-star panel of human resources professionals across a variety of industries convened to share their experiences with employee recognition programs. In this excerpt, the four panelists share their advice for companies that are considering deploying an employee engagement strategy.
Organizations and HR leaders today are facing some of the biggest and most talented labor pools in history, and navigating through this requires patience, processes, and tools. While there are many different types of tests and assessments readily available today, the sheer number can be overwhelming.
It has been said that “life imitates art.” In a similar vein, I would suggest that, in many respects, business imitates sport, notably major collegiate and professional athletics. Think about it. Business lexicon is rife with the use of sports jargon (e.g., goal line, slump, go deep, etc.) to describe business situations. It is quite common to see current and former athletes and coaches on the dais at business conferences. Pro sports created player free agentry. Business is perfecting it.
Are your employee comparisons and assessments being done by impartial, experienced managers? The management and development of talent alone can be extremely subjective - what happens when the employees being compared to each other are in different locations? What if their job tasks are different? How can HR collect reasonably valid data to compare the relative value, effectiveness and potential of employees?
Attendees were treated to an interactive session focusing on gamification this afternoon at the 2013 Strategic Talent Acquisition Conference. Michael Beygelman, RPO President of Pontoon Solutions demonstrated how the essence of gamification is not a new buzzword, but has been with us for quite some time. Beygelman shared a short history lesson that some HCI members may already know. Steel magnate Charles Schwab in an effort to improve the efficiency of his mill asked the manager why he was unable to run the mill to full capacity. The mill manager explained that he has coaxed the workers, pushed them, sworn at them, done everything in his power but nothing more can be done. With the day shift finishing up Schwab asked a worker how many heats were completed, and received his answer, six. Schwab grabbed a piece of chalk and wrote a huge 6 on the floor. The night shift came in and saw a giant six on the floor of the mill and asked the manager for the story. The next morning the giant six was gone replaced by a large seven. This competition continued between the day and night shifts until the mill reached its true potential.
Whichever name you know them by, they will comprise 75% of the workforce by 2025 and with the coming mass exodus of baby boomers into retirement, firms will need to be able to attract, engage, retain, and develop Gen Y workers to remain successful. With the generational shift of workers, there needs to be shift in the methods used to appeal to these future leaders. Dan Schawbel, Founder of Millennial Branding and author of Promote Yourself shared some effective tactics to connect with this generation today at 2013 Strategic Talent Acquisition Conference.
As day 2 of the 2013 Strategic Talent Acquisition Conference began, attendees were treated to a case study of the US Army recruiting experience. In early 2007, the Army had missed its recruiting goal for two months and it was forecast that they would miss it for the entire year. The Army chose current Global Employer Brand Leader at Amazon David Lee to lead a new marketing campaign applying military strategy to the marketing department.
I was fortunate to attend HCI’s Strategic Talent Acquisition Conference in Boston last week. The 3-day schedule was full of great sessions covering many topics and trends in the areas of human capital acquisition. Among them; Steven van Aperen, “The Human Lie Detector” informed the crowd on the subtle art of reading facial expressions to gain insight into the behavioral psyche of interviewees. Dr. John Sullivan demonstrated how the giants of Silicon Valley have created a culture of sustained employee engagement through aggressive recruitment. Other interesting keynotes were the panels on hiring veterans and older IT workers.
Courage and perseverance have a magical talisman, before which difficulties disappear and obstacles vanish into air.
- President John Quincy Adams
Self-awareness is a key ingredient to success at work. It is hugely helpful to know your own strengths and development areas, also how others perceive you.
With today’s hyper-connected world, data is created, examined and applied from numerous sources on a daily basis. How are talent acquisition professionals supposed to understand and process all of this big data? Michael Hakeem, Senior Manager of Talent Acquisition at Novo Nordisk shared the story of how his firm harnessed big data to drive value for recruiting in a breakout session today at the 2013 Strategic Talent Acquisition Conference.
Everyone in the talent acquisition space knows the importance of social media in an effective recruitment strategy, but many are unsure of what percentage of resources to devote to social media versus traditional avenues. Lars Schmidt, Senior Director of Talent Acquisition & Innovation at NPR shared his insights with the crowds today at the 2013 Strategic Talent Acquisition Conference. NPR has chosen to spotlight their social media campaign as the crown jewel. Schmidt champions empowering his current employees to assist in the outreach as brand ambassadors and utilizes innovative twitter hashtags to drive the brand and posts to an NPR Tumblr page as well.
Talent acquisition professionals are always on the search for the right candidate for the right spot. Does the candidate possess the right skills and experience? Will she fit with the firm’s culture? With tight deadlines and fierce competition, what are the best tools to determine if the candidate will be a good match? Today attendees at the 2013 Strategic Talent Acquisition Conference heard from The Human Lie Detector author and Director of SVA Training, Steven Van Aperen.
The pre conference workshop of the 2013 Strategic Talent Acquisition conference was a day of real world solutions for actual problems facing practitioners in the market. President and CEO of PI Worldwide, Nancy Martini, declared, “talent acquisition is intimately related to talent retention,” and launched into some interesting statistics like millennials are 5x more likely to quit due to their boss and also that the replacement cost for the average position is 40-50% of the annual salary. The workshop began with an engaging activity led by PI Worldwide’s Megan Holsinger examining the pros and cons of hiring or promoting realistic candidate profiles and how the individual personalities would interplay with the current office culture sparking conversation not just about who but why.
This past week I had the chance to talk with many HR practitioners from across North America about some of their biggest pain points when it comes to HR technology. What I heard was consistent: HR is on a mission to reform their HRMS to drive innovative and strategic direction in their organizations.
75% of executives view succession planning as the top human capital challenge that could derail their company’s attainment of key strategic business objectives. Yet, demographic shifts, globalization, emerging communication technologies and rising economic uncertainty have changed the playing field and altered what is required of 21st century leaders. Existing succession planning models have not kept up.
A local manufacturer recently hired me to conduct a train-the-trainer class for its senior operators. At the end of the class, I asked the participants how they could use the new skills we’d practiced. No one answered. I persisted, wanting to know what was holding them back from taking the training world—or at least the manufacturing floor—by storm. Finally they explained that training new operators was a waste of time because they just leave after a few days. Why bother?
In a global survey of Chief Human Resource Officers completed by IBM in 2010, leaders specified that 50% planned on employing contingent labor to fulfill labor models. 53% of leaders stated they would hire more part time labor and 56% would seek to boost outsourcing options to the firm. As the market continues to grow more global and interconnected, this talent landscape will more than likely be the norm as firms work to remain as lean and agile as possible.
One of the big knocks on Gen Y is they think they should be running the company, not running down the block to get Grande Soy Lattes. For many, running the company is exactly what they are doing.
Where does this desire to throw the career ladder aside and build their own come