In Three To See this week: Demographic change, improving quality of hire and a handy Talent Management schematic.
Hans Rosling's talk for TED on Global Population Growth is my first pick this week because of the way he artfully illustrates the shift in demographics - those in "the West" should watch the blue box.
How might Rosling's modelling affect your organisation's talent agenda?
"The quality of those not hired is the most valuable recruiting metric that you have never heard of! It informs you how often your organizations is failing to hire the highest quality applicants."
Sullivan goes on to describe the implementation of this metric, which compares selection decisions to the initial rankings of applications, to provide an indication of the frequency (in percent) with with those that were initially top-ranked are actually hired. Armed with this information recruiters should then review the candidate experience with a view to identifying the parts of the recruitment process that need to be enhanced in order to improve the probability of hiring top-rankers.
The practice of reviewing the volume or rate of "drop out" at defined stages in the recruitment process will not be new to many practitioners but the added dimension of "quality" is what makes this interesting to me.
My final pick is the New High-Impact Talent Management Framework below, posted by Josh Bersin (Bersin & Associates) to his blog. I think it is a useful at-a-glance view of the key components of Talent Management (Ctrl+ to zoom in).
Topsy turvy management, active dis-engagement and the return of the supervisor in this week's Three To See.
My first pick is Put Your Employees First, an interview with Vineet Nayar, CEO of HCL Technologies Ltd, for Harvard Business Review in which he talks about engaging employees by 'inverting the management pyramid.'
The paper explores how top-performing organisations have adopted the systematic improvement of employee engagement as a core strategy to achieving critical business outcomes and suggests that the Engaged/Actively Dis-engaged Ratio has a significant bearing on this.
There is some interesting content here, including a comparison of the distribution of engaged employees in average and world class organisations:
Engaged: 33% in average organisations compared to 67% in those considered to be world class
Not Engaged: 49% in average organisations compared to 26% in those considered to be world class
Actively Dis-engaged: 18% in average organisations compared to 7% in those considered to be world class
Paul Hebert posted my final pick to the Fistful of Talent blog: More Supervision, Less Management is a wry reminder of the difference in emphasis of the two in which Hebert urges us to "Quit Managing".
Harris shares insight from interviews with business and HR leaders conducted as part of recent research into high impact HR organisations, noting that:
"When senior business executives think of their most critical business challenges we found that they were looking at tomorrow, not today. HR Leadership is often (and rightly so) focused on business challenges organizations are facing today."
The table below, which comes from the post, highlights this difference in priorities.
Harris goes on to say that business leaders have expressed a need of four things from their colleagues in HR:
My next pick came via Chris Young over at the Maximize Possibility blog. Dan McCarthy made an interesting post to his Great Leadership blog: Managing the "Toxic High Performer" in which he discusses the importance of taking an approach to performance management that values both the results AND behaviours of employees.
My final pick, 15 Competitive Intelligence Tools for Recruiting, was posted to the Talent Buzz blog by Jason Buss and lists resources that can be used in "the systematic gathering of open information and analysis to provide a better understanding of a competitor firm’s structure, culture, behavior, capabilities, and weaknesses."
There are some great tools catalogued in the post that can be used not only to understand competitor organisations, target potential hires and build talent pipeline, but also to inform your organisation's employer brand protection and development programmes.
Conley discusses the intangible motivational factors that stimulate engagement, proposing that leaders be responsible for cultivating the conditions for individuals to flourish by using metrics that matter and not just the mundane, citing the Bhutanese example of using Gross National Happiness as a measure of national wealth instead of Gross Domestic Product and employing, as one of 9 key indicators used to measure GNH, the question; "How do you feel about how you spend your time each day?"
Chris Ferdinandi illustrates the importance of this to employers with the quote below from his post on the Renegade HR blog; HR101:
"You can have the best HR practices, programs and processes in the world, but if people aren’t happy with the work they’re doing and the manager they work for, it doesn’t matter."
Derek Irvine's post to the Globoforce blog: Culture & Change * It's ALWAYS about the People echoes the sentiments of my previous two picks by examining the influence of culture on organisational change and urging practitioners to:
"Prepare for inevitable change now. Start fostering a culture centered on your people."
You'll need to zoom in (Ctrl+) to see the details but the colour coding helps to give an at-a-glance overview of 10 of the most well known brands.
My second pick appeared on Malaysia Tomorrow and was authored by Sara LaForest and Tony Kubica. In Succession Planning: How to Meet Future Talent Needs the authors provide 3 reasons "why you need to immediately implement a succession planning strategy":
