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":
In Three To See this week; new social stats, HR hate abates and employee fear-fatigue.
My first pick came via Luis Suarez on the Content Management Connection blog: Social Media Revolution 2 from Socialnomics.
There are some interesting stats in the clip but one that stood out for me was the claim that "80% of companies use social media for recruitment" and that 95% of these use LinkedIn, prompting me to ask recruiters the question - does this reflect your experience?
"The real problem is that too many organizations aren't as demanding, as rigorous, as creative about the human element in business as they are about finance, marketing, and R&D. If companies and their CEOs aren't serious about the people side of their organizations, how can we expect HR people in those organizations to play as a serious a role as we (and they) want them to play?"
Taylor isn't letting HR off the hook with this statement, rather he is defining the valuable role that the profession can play in a way that outsiders can understand:
"You can't be special, distinctive, compelling in the marketplace unless you create something special, distinctive, compelling in the workplace. Your strategy is your culture; your culture is your strategy. The most successful companies I know understand that the most important business decisions they make are not what new products they launch or what new markets they enter. What really matters is what new people they let in the door — who they hire — and how they create an environment in which everyone in the organization can share ideas, solve problems, and develop a psychological and emotional stake in the enterprise."
Learning from inspiring leaders and snooping on candidates in this week's Three To See.
My first pick is Simon Sinek's talk for TED: How great leaders inspire action. This is an awesome presentation on the process of engaging and motivating individuals [The sound quality is a little poor to begin with but improves after a few minutes].
Sinek proposes the "Golden Circle" (pictured above) model of messaging that has the "why" at the centre, "how" in the middle and "what" on the periphery and puts forward the idea that whilst many communicate from the outside to the inside of the circle, great leaders do the opposite.
It is an interesting post that asks what large mainstream organisations can learn from their smaller mission driven counter parts. Russo identified two that really stood out:
"...mission-driven companies act as a type of early warning system for consumer expectations"
And:
"...while traditional businesses may deride it as "kumbaya," the moral reflection in which these companies engage galvanizes commitment to their purpose and encodes enlightened values into their moral DNA. Rather than dismiss these companies, their mainstream counterparts should view them as a source of strategic insight."
I think that these observations are important - not just to what organisations do, but how they operate and the way they approach talent.
My final pick comes from the Lifehacker blog. Kevin Purdy posted What Sites Future Employers Are Checking When Looking At You which draws on a Microsoft commissioned study in which 1,200 hiring and recruitment managers were asked about the sites that they would consider using to research applicants.
Two posts on differentiated workforces and a third on personal reputation management In this week's Three To See.
ProfessorDick Beatty of Rutgers University talksabout the importance of differentiation in Be Strategic With Your Workforce on the HarvardBusiness YouTube Channel.
How do you differentiate? Who are really the High Performers?
How do you create more of these High Performers?
So what does this mean to HR?
In his answers he refers to the challenge of identifying "pivotal" talent (a term that cropped up in "The New Science of Human Capital" featured in last week's Three To See) and a technique that he describes as "a "heat map" of the specific characteristics which "define" high-performing managers in this particular company."
Owyang outlines the Control Rating, Opportunities, Risks and "What No One Tells You" about your online footprint, reference submissions, LinkedIn references, Unvarnished references and Google listings. If you've not yet heard of Unvarnished, Owyand describes it as "a website where people you’ve worked with can leave anonymous comments about working with you, both good –and bad."
This is an interesting post that puts individuals in the same position as organisations in having to deal with the perceptions propogated by others - sometimes a welcome, solicited endorsement but at other times a much less welcome "anti-referral" - perhaps because it is negative, unsolicited or accidental (i.e not intended for public consumption) - another useful contribution to the online background checking debate.
Talent inventories, recruiting trends and pivot points in this week's Three To See.
A common, yet solvable, internal mobility challenge is incisively illustrated in the Dilbert strip below - my first pick:
My next came via Jason Buss at The Talent Buzz and is the 2010 Trends in Recruiting report from LinkedIn. Referencing a survey of 1,100 in-house recruiters in six countries (Australia, Canada, India, Netherlands, UK and US), the report findings include the following suggestions:
Improving "Quality of Hire" is the most important consideration when purchasing recruiting solutions (rated by 86% of respondents)
More than 25% agreed that passive candidate recruiting is currently an important part of their sourcing mix
Pipelining and pooling talent undertaken by a majority of respondents with only 5% saying that they do not do this
Recruiters are most concerned that their competitors will achieve market advantage by using social recruiting techniques more effectively, building and nuturing a strong talent pool and investing in their employer brand
It is the "global competitive hot buttons" (slide 11 of 15) from the report that I find most interesting because of the way that it breaks down eight answers to the question "What are you most nervous your competitors might do?" by each of the six countries.
My final pick this week, The New Science of Human Capital on the HarvardBusiness YouTube Channel, has some interesting commentary from John Boudreau on how organisations should build their approach to managing talent around the "pivotal" moments, people or positions that make a difference to the execution of business strategy.
