Talent Acquisition & Development
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Why I Love Talent Acquisition

Why I Love Talent Acquisition | Talent Acquisition & Development | Scoop.it
Editor's note: Jeremy Langhans heads up Global Brand and Talent Attraction for Expedia. He is also President of the Northwest Recruiters Association.

What did you want to be when you grew up?
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It Will Take a Village to Keep Wikipedia From Failing

It Will Take a Village to Keep Wikipedia From Failing | Talent Acquisition & Development | Scoop.it
Wikipedia is in the mature phase of its development, but there may be some trouble ahead. Its contributor base is shrinking, and the recruitment of new editors has proven difficult at best.
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Will Social Media, Big Data, and “Gamification” Replace the Recruiter? - What They Think

Will Social Media, Big Data, and “Gamification” Replace the Recruiter? - What They Think | Talent Acquisition & Development | Scoop.it
Will Social Media, Big Data, and “Gamification” Replace the Recruiter?
What They Think
This report also includes four short embedded videos to allow readers to hear suggested practices directly from talent acquisition professionals.
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Backstage At LinkedIn's Talent Cafe: How Do You Guys Hire? - Forbes

Backstage At LinkedIn's Talent Cafe: How Do You Guys Hire? - Forbes | Talent Acquisition & Development | Scoop.it
Moneycontrol.com
Backstage At LinkedIn's Talent Cafe: How Do You Guys Hire?
Forbes
Brendan Browne, the company's director of global talent acquisition, warned that it could take 18 months to pry anyone from a current job.
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Actually, Recruiting is Not HR Anymore

Actually, Recruiting is Not HR Anymore | Talent Acquisition & Development | Scoop.it
Recruitment, now widely referred to as talent acquisition, has and continues to evolve enough that we are really have become our own animal, not a cage in someone else’s zoo. (more…)
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Jibe 2013 Talent Acquisition Survey Reveals the Biggest Challenges Faced by ... - EON: Enhanced Online News (press release)

Jibe 2013 Talent Acquisition Survey Reveals the Biggest Challenges Faced by ... - EON: Enhanced Online News (press release) | Talent Acquisition & Development | Scoop.it
Jibe 2013 Talent Acquisition Survey Reveals the Biggest Challenges Faced by ...
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TMP Worldwide to Exhibit Talent Acquisition Solutions for ...

TMP Worldwide to Exhibit Talent Acquisition Solutions for ... | Talent Acquisition & Development | Scoop.it
NEW YORK, NY--(Sep 17, 2013)-. WHO: TMP Worldwide Advertising & Communications, LLC, a global, tech-enabled talent acquisition company that leverages software, advertising and creativity to deliver award-winning ...
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Transcript: Marissa Mayer at Fortune MPW - Fortune

Transcript: Marissa Mayer at Fortune MPW - Fortune | Talent Acquisition & Development | Scoop.it
Transcript: Marissa Mayer at Fortune MPW
Fortune
I mean, I think each acquisition has its own story as to why we've done it. There have been some of them that have been pure talent acquisitions.
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The Silent CEO Addiction Killing Productivity And Talent Development

The Silent CEO Addiction Killing Productivity And Talent Development | Talent Acquisition & Development | Scoop.it
Corporate America’s dependency on consulting firms is nothing short of substance abuse in the purest form. The fact is most CEOs suffer from this very dangerous addiction and they don’t even know it – they are clearly in need of an intervention.
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TMP Worldwide to Showcase Innovative Talent Acquisition Solutions at 2013 HR ... - Marketwired (press release)

TMP Worldwide to Showcase Innovative Talent Acquisition Solutions at 2013 HR ... - Marketwired (press release) | Talent Acquisition & Development | Scoop.it
TMP Worldwide to Showcase Innovative Talent Acquisition Solutions at 2013 HR ...
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Finding the Real Value In Talent Acquisition: It's Quality, Not Quantity

Finding the Real Value In Talent Acquisition: It's Quality, Not Quantity | Talent Acquisition & Development | Scoop.it
For hiring managers combating a real talent shortage, is the quicker, faster delivery of resumes really the best answer? In my career the focus has always been on working towards finding the …
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5 Steps to Creating Employee Development Plans That Truly Work

5 Steps to Creating Employee Development Plans That Truly Work | Talent Acquisition & Development | Scoop.it
A well-organized career development plan helps your employees map out their goals and the path to achieving them. Here are five steps to ensure their plan will be effective.
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How to Measure the Effectiveness of Your Mentoring Program

How to Measure the Effectiveness of Your Mentoring Program | Talent Acquisition & Development | Scoop.it
As an HR decision-maker, it’s becoming increasingly difficult to deny the positive effects of a strong mentoring program within your organization.
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External Recruiting: An Insider’s POV

External Recruiting: An Insider’s POV | Talent Acquisition & Development | Scoop.it
  I have been in talent acquisition for almost ten years and have chosen to work in corporate recruiting.  I often get asked the question, “When you can earn two to three times what you are earning now, why haven’t you gone out on your own and...
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10 Minutes to Better Employee Career Development Plans

10 Minutes to Better Employee Career Development Plans | Talent Acquisition & Development | Scoop.it
Most people require ongoing development and training in order for them to reach their full potential and deliver exceptional results.
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Agility: A New Sign of Business Success – part 1

Agility: A New Sign of Business Success – part 1 | Talent Acquisition & Development | Scoop.it
Being Successful in Today’s  World As we survey business operations today, agility and flexibility are increasingly recognized as core necessities, talent acquisition is expanding to many branches which include employee retention and succession...
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TMP Worldwide to Showcase Innovative Talent Acquisition ...

TMP Worldwide to Showcase Innovative Talent Acquisition ... | Talent Acquisition & Development | Scoop.it
NEW YORK, NY--(Sep 25, 2013)-. WHO: TMP Worldwide Advertising & Communications, LLC, a global, tech-enabled talent acquisition company that leverages software, advertising and creativity to deliver award-winning ...
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Is Technology the Key to Measuring Talent Acquisition Performance ...

Is Technology the Key to Measuring Talent Acquisition Performance ... | Talent Acquisition & Development | Scoop.it
The goals of talent acquisition are changing. As the economic uncertainty of the Great Recession slowly but surely fades, hiring organizations are shifting focus from near-term efficiency to long-term impact.
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Talent Retention Solution - Fresh Business Thinking

Talent Retention Solution - Fresh Business Thinking | Talent Acquisition & Development | Scoop.it
Talent Retention Solution
Fresh Business Thinking
... work TRS is doing to retain key skills within the manufacturing and engineering sector.
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How Amazon Crowdsources Promotions

How Amazon Crowdsources Promotions | Talent Acquisition & Development | Scoop.it
When I was a newbie recruiter, my first manager’s idea of development was quizzing me on how many calls I made, phone interviews I conducted, or face-to-face interviews I scheduled.  Nothing on hires made, quality of hire, hiring manager...
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How to Apply Moneyball to Talent Acquisition | The LinkedIn Talent ...

How to Apply Moneyball to Talent Acquisition | The LinkedIn Talent ... | Talent Acquisition & Development | Scoop.it
In a world where the increasing prominence of data is often referred to as “Big Data,”, there is another term that resonates a lot more with most people -- “Moneyball.” The term was coined by Michael Lewis in his famous book ...
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Ready or Not …It’s Going to Happen!

Ready or Not …It’s Going to Happen! | Talent Acquisition & Development | Scoop.it
It’s inevitable.  It happened to me.  And, if you stay in an organization long enough, it will happen to you.

Reflecting back to a few years ago, I received a telephone call with expected, but very sad news. “Our CEO has lost his long struggle with cancer.”  Shortly after hearing this news, the stark reality hit.  We had no one identified to assume the helm.  We knew that this dreaded day would happen … but we had failed to prepare for “next.”

Many organizations are in the same predicament.  Intellectually, we know that leaders move on – voluntarily and involuntarily.  We know we need to prepare for succession.  But how often do we replace succession planning with other priorities?  How often do we say, “We’ll get to that tomorrow”?

To those organizations that do not have a succession program in place, you are not alone.  Over the years, research has shown improvement in the numbers of organizations planning for future leadership succession, but the data still indicate that only about 25% of organizations in the United States have a formal succession plan in place.  This is a startling statistic considering that every organization (small or large – public, private, or nonprofit) has a need to plan for a seamless transition of leadership.

Why do we not identify and develop successors?  Many say that the process is too cumbersome, their organization is too small, or that they don’t have the resources to put toward the identification or the development.  For some, succession planning is an indication of one’s own mortality – and sometimes we just don’t want to face that inescapable fact.

I propose that we re-frame our thinking about identifying and developing successors and start taking action to prepare for the inevitable.

Succession planning is a partnership. 

As in all effective relationships, succession only works with two willing partners (the employee and the organization).  The first task, then, is to look at employee desire.

Regarding each employee’s career goals – is there a desire to gain more responsibility, oversee staff, and move up the organizational ladder?  (Notice money is left out of this conversation.  For of course, everyone will say yes to a higher salary!)What is the employee’s vision of the future?What are his/her one-year goals?  Five-year goals?

This information gathering exercise is designed 1) for the employee to think through and communicate goals and desires and 2) for management to gain insight into the employee’s future hopes and dreams.

Succession planning connects desire, exceptional performance, AND potential. ~ Susan Bowen Tweet this!

Desire comes from the employee.

Performance is determined through the review of job history and sustained results.Does this person produce results that consistently exceed the operating, technical and professional output expected from a person in their current position?Does this person demonstrate excellent leadership ability (such as establishing and communicating strategic direction, inspiring and enabling staff to perform at the highest standards, championing change, and focusing on sustainable results)?Does this person achieve results in a way that always builds and maintains constructive working relationships with many people?Is this person oriented toward total business results, not just focused on the success of his/her own area?

Many organizations tend to focus their succession pipelines on the exceptional performers without looking at employee potential or employee career goals.  You have seen this happen.

A person is promoted to a position because he is an exceptional, operationally talented performer in his current role.  Desire and potential are not addressed in the vetting process.  In his new role he fails to build the relationships and create the vision and strategy needed to move the company forward.  He is removed from his position due to lack of desire and potential.

Shock waves are felt throughout the organization.  It is even worse when the person is the CEO.

Realize that potential identification is more “art” than “science.”  Rarely do you have objective data to review.  Some assessments assist in identifying potential, but it is also helpful to rely on observations of the candidate’s interactions.

Does this person exhibit broad and deep technical and interpersonal skills?Does this person currently demonstrate leadership skills that are expected at the next higher organizational level?Does this person regularly work at building new skills and abilities?If a people manager, does this person exhibit managerial skills that are expected at the next highest organizational level?Is there a “fire in the belly” that will indicate the employee’s willingness to reach for new challenges?

Use a review team process to identify those who can lead the organization into the future (enterprise talent).  Assess the desire, performance, and potential of each candidate brought forward.  Keep emotion out of the decision-making.  This is not a popularity contest.  You are building the future of your company.

Consider these Review Team rules-of-thumb:Limit the number of enterprise talent to less than 20% of your total employee populationProlonged disagreement about a candidate indicates that he/she may not be enterprise talent at this time.The CEO owns and stewards the process.

Succession planning requires development of enterprise talent.

Some organizations believe that development creates an inordinate strain on resources (in both dollars and time away from the job).  Note, however, that organizational leadership readiness will only be achieved through development.

Bob Eichinger and Michael Lombardo, former associates of the Center for Creative Leadership and the founders of Lominger International (A Korn/Ferry Company), recommend a 70% (on-the-job experiences) – 20% (coaching and feedback) – 10% (facilitated instruction) approach to development.

Considering this approach, the opportunities to develop are limitless.  The talent may:Manage projects,Supervise new teams,Work in a new department,Sit on a steering committee outside of the organization,Volunteer for a leadership position at a nonprofit,Present to an organization’s advisory board,Participate in the due diligence process for a pending merger,Swap jobs with another for a period of time (at least 6 months),Take on a global assignment,Transfer to a new location, etc.

This development is conducted in the regular course of doing business.  The benefits are realized as 1) the enterprise talent gains new knowledge, skills, abilities, and leadership aptitude and 2) the organization gains a real-time view of how the talent is adapting to potentially high-stress situations.   This actual experience far outweighs that of a simulated classroom environment.

If you have not entered the succession-planning ring, I suggest you take the plunge.  Start simple. Identify and develop the talent for the leadership needs of tomorrow.

Get ready!  It’s going to happen.

.

Via Ricard Lloria
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