SlideShare a Scribd company logo
1 of 40
Download to read offline
HIRING
FOR
CRITICAL
ROLES
You’re Doing It Wrong
                        David Wilkins
                        VP, Taleo Research
                        @TaleoResearch
                        Blog: talent-management-blog
JOIN THE CONVERSATION


› Opportunity to network
› Share your point of view
› Comment on the presentation


                   Join the Conversation!
                    • On Twitter: #TaleoTalent
                    • In Twitter or Twitter client, search for
                      #TaleoTalent.
                    • When you comment, add #TaleoTalent
                       so everyone can see it.
EXECUTIVE SUMMARY


› High unemployment is a myth (when hiring for critical roles)
› Skill shortages for critical roles are bad and getting worse
› “Hiring” as a default approach is mostly bad
 – It costs more.
 – It results in lower productivity and performance.
 – It hurts engagement and turnover for hi-pos.
› We need to switch the model to development and mobility first.
› We need better talent intelligence, job definitions, and matching
  tools.
› But mostly we need a strategy.
POLL


› Are you having difficulty filling critical roles?
› Yes
› No
THE “HIGH UNEMPLOYMENT” MYTH


          Education Level (March, 2012)                    Unemployment Rate
          Less than high school diploma                    12.9
          High school diploma                              8.3
          Associate’s degree or some college               7.3
          Bachelor’s or higher                             4.2
          Master’s (as of May 2011)                        3.6
          Doctorate’s or Professional (as of May 2011)     2.4


          When it comes to critical roles, which group are you hiring from?


          http://www.bls.gov/news.release/empsit.t04.htm
          http://www.bls.gov/emp/ep_chart_001.htm




#TaleoTalent
THE CHALLENGE OF CRITICAL ROLES


                                    The R&D shortage is particularly
                                    acute in industries where product
                                    innovation is critical. Among the
                                    Technology/Media/Telecom
                                    companies surveyed, 40% predict a
                                    severe shortage of R&D talent,
                                    while 39% of Consumer/ Industrial
                                    Products companies surveyed and
                                    37% of Life Sciences/Health Care
                                    companies surveyed foresee
                                    shortages in this area.
                                    Talent Edge 2020: Blueprints for
                                    the new normal, December 2010,
                                    Deloitte.




#TaleoTalent
THE CHALLENGE OF CRITICAL ROLES


                                    The R&D shortage is particularly
                                    acute in industries where product
                                    innovation is critical. Among the
                                    Technology/Media/Telecom
                                    companies surveyed, 40% predict a
                                    severe shortage of R&D talent,
                                    while 39% of Consumer/ Industrial
                                    Products companies surveyed and
                                    37% of Life Sciences/Health Care
                                    companies surveyed foresee
                                    shortages in this area.
                                    Talent Edge 2020: Blueprints for
                                    the new normal, December 2010,
                                    Deloitte.




#TaleoTalent
OTHER PERSPECTIVES




         The 2011/2012 Talent Management and Rewards Study, North America, Towers Watson


         10 Hardest Roles to Fill in the US:                           8 Hardest Roles to Fill in the UK:
         1. Skilled Trades                                             1.   Finance and Legal Professionals
         2. Sales Representatives                                      2.   Customer Service
         3. Engineers                                                  3.   Technical and IT
         4. Drivers                                                    4.   Marketing Professionals
         5. Accounting & Finance Staff                                 5.   Sales Professionals
         6. IT Staff                                                   6.   Production Staff
         7. Management/Executives                                      7.   R&D
         8. Teachers                                                   8.   Administrators
         9. Secretaries/Administrative Assistants                      UK Critical Talent Pipelines, 2012, Taleo

         10. Machinist/Machine Operator
         Talent Shortage Survey, 2011, ManpowerGroup.




#TaleoTalent
AND THE FUTURE LOOKS WORSE


› Georgetown University Center on Education and the Workforce
  on shortfall of college grads in 2018


                   3,000,000
› Accenture study from 2006 showed that STEM enrollments
  would need to increase by
  to meet demand             20-30%      between 2006-2016



            Instead, enrollments have   GONE DOWN.
POLL QUESTION


› How do you typically fill critical roles?
› Mostly external hires
› Mostly internal hires
› A pretty even mix of each
CHALLENGES IN HIRING EXTERNALLY FOR CRITICAL ROLES


        › Cost
        › Time
        › Retention
        › Engagement




#TaleoTalent
EXTERNAL HIRE CHALLENGES: COST AND TIME


        › External hires cost more
           – Critical roles are usually industry-wide, not company specific
           – Thus, there is usually high demand for limited resources
           – Critical roles are critical for a reason – unique skills, high need
           – Scarcity + high demand = high cost
           – “Unknowns” in external hiring = more focus on “observable
             characteristics” such as education / experience =  pay
        › Scarcity also often means head hunters which adds more cost
        › Scarcity also means longer time to hire, adding opportunity cost




#TaleoTalent
EXTERNAL HIRE CHALLENGES: COST AND TIME


        › External hires cost more
           – Critical roles are usually industry-wide, not company specific
           – Thus, there is usually high demand for limited resources
           – Critical roles are critical for a reason – unique skills, high need
           – Scarcity + high demand = high cost
           – “Unknowns” in external hiring = more focus on “observable
             characteristics” such as education / experience =  pay
        › Scarcity also often means head hunters which adds more cost
        › Scarcity also means longer time to hire, adding opportunity cost




#TaleoTalent
EXTERNAL HIRE CHALLENGES:
        RETENTION, PRODUCTIVITY, AND ENGAGEMENT


        › External hires aren’t as productive as internal hires; new
          research suggests that it takes 2 years to get “up to speed”
        › External hires average shorter tenures than internal hires
        › External hires average lower performance reviews
        › Hiring outside = risk to top performers and high potentials
           – “Lack of career development” is #1 reason for dysfunctional
             turnover
           – “Training and development opportunity” is #1 driver of
             employee engagement
           – “More opportunities to do what I do best” is #1 driver of
             employee engagement


#TaleoTalent
EXTERNAL HIRE CHALLENGES:
        RETENTION, PRODUCTIVITY, AND ENGAGEMENT


        › External hires aren’t as productive as internal hires; new
          research suggests that it takes 2 years to get “up to speed”
        › External hires average shorter tenures than internal hires
        › External hires average lower performance reviews
        › Hiring outside = risk to top performers and high potentials
           – “Lack of career development” is #1 reason for dysfunctional
             turnover
           – “Training and development opportunity” is #1 driver of
             employee engagement
           – “More opportunities to do what I do best” is #1 driver of
             employee engagement


#TaleoTalent
WHY DOES TALENT LEAVE?




#TaleoTalent
YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT:
        PERFORMANCE MANAGEMENT AND COMPENSATION




#TaleoTalent
YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT:
        PERFORMANCE MANAGEMENT AND COMPENSATION




#TaleoTalent
YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT:
        SUCCESSION AND TALENT MOBILITY




#TaleoTalent
YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT:
        SUCCESSION AND TALENT MOBILITY




#TaleoTalent
YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT:
        TOP PERFORMER AND HI-PO DATA IS UGLY


        › 80% of companies don’t know who is a flight risk.
        › 78% of companies don’t know who is on a succession plan.
        › 80% of companies don’t know who has a career path.
        › 65% of companies don’t know much about who they’re
          retaining.
        › 84% of companies don’t if their development plans are working.
        › 65% of companies don’t know much about Hi-Po’s.




#TaleoTalent
ADDRESSING THE PROBLEM



                 External Hires        Internal Hires

               • Fresh eyes and     • Anytime the
                 perspectives         other criteria
               • High growth, new     don’t apply…
                 territories, new   • In other words,
                 strategic            this should be
                 directions           the “default”
                                      model



#TaleoTalent
YOUR DEFAULT HIRING FLOWCHART



      Catalog
      External
       Talent
                  Talent
      Catalog    Profiles
      Internal
       Talent




#TaleoTalent
YOUR DEFAULT HIRING FLOWCHART



      Catalog
      External
       Talent
                   Talent
      Catalog     Profiles
      Internal
       Talent




    Catalog Job
   Requirements   Job Roles




#TaleoTalent
YOUR DEFAULT HIRING FLOWCHART



      Catalog
      External
       Talent
                   Talent
      Catalog     Profiles
      Internal
       Talent


                      Match    Potential
                              Candidates




    Catalog Job
   Requirements   Job Roles




#TaleoTalent
YOUR DEFAULT HIRING FLOWCHART



      Catalog
      External
       Talent
                   Talent                                Development
      Catalog     Profiles                                  Plans
      Internal
       Talent


                               Potential                  Green light
                      Match                Assess Gaps
                              Candidates                  Candidates



                                                            Update
    Catalog Job                                          Requirements
   Requirements   Job Roles




#TaleoTalent
YOUR DEFAULT HIRING FLOWCHART



      Catalog
      External
       Talent
                   Talent                                Development
      Catalog     Profiles                                  Plans
      Internal
       Talent


                               Potential                  Green light
                      Match                Assess Gaps
                              Candidates                  Candidates



                                                            Update
    Catalog Job                                          Requirements
   Requirements   Job Roles




#TaleoTalent
YOUR DEFAULT HIRING FLOWCHART



      Catalog
      External
       Talent
                   Talent                                Development
      Catalog     Profiles                                  Plans
      Internal
       Talent
                                                                               Critical
                               Potential                  Green light          Talent
                      Match                Assess Gaps                  Add
                              Candidates                  Candidates          Pipelines



                                                            Update
    Catalog Job                                          Requirements
   Requirements   Job Roles




#TaleoTalent
Catalog
        ADDRESS YOUR TALENT INTELLIGENCE GAPS                     Internal
                                                                   Talent



        › Where are your skill and competency gaps?
        › Do you have robust talent data for your team?
           – Pre-hire experience, job roles
           – Skills, capabilities, competencies
           – Self-identified skills developed in personal life
           – Career aspirations and related gaps
           – Learning and development plans
           – Crowd-sourced assessment of potential, capabilities, fit, etc…
           – Current and automatically updated talent data



#TaleoTalent
Catalog Job
        ADDRESS YOUR JOB ROLE GAPS                               Requirements




        › Have you defined requirements for each job?
        › Do you have job families?
        › Can you identify potential career paths based on competencies,
          capabilities, experience?
        › For critical roles, have you identified longer-term competency
          development strategies?
           – Required experience and levels of mastery
           – Education and formal knowledge requirements
           – Bridge roles or “stepping stone” roles that provide experience
           – Assessment models



#TaleoTalent
Development
        DEVELOPING YOUR TALENT                     Assess Gaps
                                                                    Plans




        › Career Aspirations
        › Skill Gap Assessment
        › Action Learning
        › Stretch Goals and Assignments
        › Talent Mobility
        › Multi-stage Development and Competency Model
        › Mentor / Mentee Models




#TaleoTalent
Update
        UPDATE REQUIREMENTS                                  Assess Gaps
                                                                           Requirements




        › Is the job definition static or dynamic?
        › How much “wiggle room” is there to rethink work assignments
          and responsibilities to overcome gaps?
        › Do requirements change over time in response to changing
          competitive landscape, strategy, new opportunities or threats?


        › Job roles and related requirements are a means to an end
               – Reflection of “best” way to organize work, not the “only” way
               – Often better to rethink work assignments than lose a top
                 performer or hi-po for lack of internal opportunities



#TaleoTalent
MATCHING – NOT DEEP ENOUGH                                             Match




        › Goal is not to “hire,” but to match talent to requirements
        › Yet we don’t know the basics




         48%
         say that their skills go unnoticed
                                                  feel that their work history &
                                                  experiences are not leveraged by
                                                  their employer



                                                 75%
#TaleoTalent
MATCHING – NOT SOCIAL ENOUGH                                                                                 Match




        › Co-workers know talent best, yet aren’t involved in matching
                  Professional & work                                                  Professional & work
                      capabilities                                                    aspirations / ambitions
                                                                                              None of the
                       Other None of the                                              Other     above
                        1%     above                                                   1%        6%
               Don’t know       3%         My family /                       Don’t know                             My family /
                  5%                        partner                             5%                                   partner
                                              21%                                                                      43%
                                                                    My line manager
My line manager                                                           13%
      22%
                                                    My friends       HR software /
                                                  outside of work      systems
                                                        4%                1%

  HR software /
    systems
       1%                                                               My colleagues
                                             My colleagues               and peers
                                              and peers                     22%                     My friends
                                                 43%                                              outside of work
                                                                                                        9%


#TaleoTalent
MATCHING – NOT AUTOMATED ENOUGH   Match




#TaleoTalent
Critical
        BLEND YOUR CRITICAL TALENT PIPELINES    Talent
                                               Pipelines



        › Internal candidates
        › External candidates
        › Stop-gap contingent workers




#TaleoTalent
Hiring for Critical Roles: You're Doing It Wrong
Hiring for Critical Roles: You're Doing It Wrong
Hiring for Critical Roles: You're Doing It Wrong
WRAP UP


› High unemployment is a myth (when hiring for critical roles)
› Skill shortages for critical roles is bad and getting worse
› “Hiring” as a default approach is mostly bad
 – It costs more.
 – It results in lower productivity and performance.
 – It hurts engagement and turnover for hi-pos.
› We need to switch the model to development and mobility first.
› We need better talent intelligence, job definitions, and matching
  tools.
› But mostly we need a strategy.

More Related Content

What's hot

2012 Canadian Corporate Recruiting Trends
2012 Canadian Corporate Recruiting Trends2012 Canadian Corporate Recruiting Trends
2012 Canadian Corporate Recruiting Trendserickennedy
 
United States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | EnglishUnited States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | EnglishLinkedIn Talent Solutions
 
LinkedIn Event Singapore Presentation
LinkedIn Event Singapore PresentationLinkedIn Event Singapore Presentation
LinkedIn Event Singapore PresentationScott Johnstone
 
Building Proprietary Talent Communities
Building Proprietary Talent CommunitiesBuilding Proprietary Talent Communities
Building Proprietary Talent CommunitiesRobert Richardson
 
Workforce Needs & Business Prosperity
Workforce Needs & Business ProsperityWorkforce Needs & Business Prosperity
Workforce Needs & Business ProsperityDebra Bultnick
 
Exclusive research by PersonnelToday.com and Cezanne Software on Global HR
Exclusive research by PersonnelToday.com and Cezanne Software on  Global HRExclusive research by PersonnelToday.com and Cezanne Software on  Global HR
Exclusive research by PersonnelToday.com and Cezanne Software on Global HRTony_Flanagan
 
Global Professionals on the move - 2012
Global Professionals on the move - 2012Global Professionals on the move - 2012
Global Professionals on the move - 2012jgennusa
 
Hydrogen Global Professionals On The Move 2012
Hydrogen Global Professionals On The Move 2012Hydrogen Global Professionals On The Move 2012
Hydrogen Global Professionals On The Move 2012omitchf
 
Global Professionals On The Move Report 2012
Global Professionals On The Move Report 2012Global Professionals On The Move Report 2012
Global Professionals On The Move Report 2012carldarwinpark
 
Hydrogen\'s Global Mobility 2012
Hydrogen\'s Global Mobility 2012Hydrogen\'s Global Mobility 2012
Hydrogen\'s Global Mobility 2012lpeters00
 
Australia Corporate Recruiting Trends 2012 Slide Version
Australia Corporate Recruiting Trends 2012   Slide VersionAustralia Corporate Recruiting Trends 2012   Slide Version
Australia Corporate Recruiting Trends 2012 Slide VersionOliver Garside
 
Shangri la gen deck_26sep2012
Shangri la gen deck_26sep2012Shangri la gen deck_26sep2012
Shangri la gen deck_26sep2012planetmj
 
Talent Mangement: The Bits Missing
Talent Mangement: The Bits MissingTalent Mangement: The Bits Missing
Talent Mangement: The Bits MissingWebanywhere
 
Management of Organization-Part 8
Management of Organization-Part 8Management of Organization-Part 8
Management of Organization-Part 8Ramnath Srinivasan
 

What's hot (18)

2012 Canadian Corporate Recruiting Trends
2012 Canadian Corporate Recruiting Trends2012 Canadian Corporate Recruiting Trends
2012 Canadian Corporate Recruiting Trends
 
Canada Recruiting Trends 2012 | English
Canada Recruiting Trends 2012 | EnglishCanada Recruiting Trends 2012 | English
Canada Recruiting Trends 2012 | English
 
United States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | EnglishUnited States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | English
 
LinkedIn Event Singapore Presentation
LinkedIn Event Singapore PresentationLinkedIn Event Singapore Presentation
LinkedIn Event Singapore Presentation
 
Building Proprietary Talent Communities
Building Proprietary Talent CommunitiesBuilding Proprietary Talent Communities
Building Proprietary Talent Communities
 
Workforce Needs & Business Prosperity
Workforce Needs & Business ProsperityWorkforce Needs & Business Prosperity
Workforce Needs & Business Prosperity
 
Theplannersurvey2010
Theplannersurvey2010Theplannersurvey2010
Theplannersurvey2010
 
Exclusive research by PersonnelToday.com and Cezanne Software on Global HR
Exclusive research by PersonnelToday.com and Cezanne Software on  Global HRExclusive research by PersonnelToday.com and Cezanne Software on  Global HR
Exclusive research by PersonnelToday.com and Cezanne Software on Global HR
 
Global Professionals on the move - 2012
Global Professionals on the move - 2012Global Professionals on the move - 2012
Global Professionals on the move - 2012
 
Global Mobility Report 2012
Global Mobility Report 2012Global Mobility Report 2012
Global Mobility Report 2012
 
Hydrogen Global Professionals On The Move 2012
Hydrogen Global Professionals On The Move 2012Hydrogen Global Professionals On The Move 2012
Hydrogen Global Professionals On The Move 2012
 
Global Professionals On The Move Report 2012
Global Professionals On The Move Report 2012Global Professionals On The Move Report 2012
Global Professionals On The Move Report 2012
 
Hydrogen\'s Global Mobility 2012
Hydrogen\'s Global Mobility 2012Hydrogen\'s Global Mobility 2012
Hydrogen\'s Global Mobility 2012
 
Australia Recruiting Trends 2012 | English
Australia Recruiting Trends 2012 | EnglishAustralia Recruiting Trends 2012 | English
Australia Recruiting Trends 2012 | English
 
Australia Corporate Recruiting Trends 2012 Slide Version
Australia Corporate Recruiting Trends 2012   Slide VersionAustralia Corporate Recruiting Trends 2012   Slide Version
Australia Corporate Recruiting Trends 2012 Slide Version
 
Shangri la gen deck_26sep2012
Shangri la gen deck_26sep2012Shangri la gen deck_26sep2012
Shangri la gen deck_26sep2012
 
Talent Mangement: The Bits Missing
Talent Mangement: The Bits MissingTalent Mangement: The Bits Missing
Talent Mangement: The Bits Missing
 
Management of Organization-Part 8
Management of Organization-Part 8Management of Organization-Part 8
Management of Organization-Part 8
 

Viewers also liked

Workforce Readiness: Why It is Oklahoma's Path to Economic Growth
Workforce Readiness:  Why It is Oklahoma's Path to Economic GrowthWorkforce Readiness:  Why It is Oklahoma's Path to Economic Growth
Workforce Readiness: Why It is Oklahoma's Path to Economic GrowthGlenda Owen
 
Reskilling the Workforce: Essential to Business Success
Reskilling the Workforce: Essential to Business SuccessReskilling the Workforce: Essential to Business Success
Reskilling the Workforce: Essential to Business SuccessTaleo Research
 
Hiring for Critical Roles: You’re Doing It Wrong
Hiring for Critical Roles: You’re Doing It WrongHiring for Critical Roles: You’re Doing It Wrong
Hiring for Critical Roles: You’re Doing It WrongHuman Capital Media
 
Social Media and Recruiting
Social Media and RecruitingSocial Media and Recruiting
Social Media and RecruitingTaleo Research
 
Taleo recruiting-exam-study-guide-1930939
Taleo recruiting-exam-study-guide-1930939Taleo recruiting-exam-study-guide-1930939
Taleo recruiting-exam-study-guide-1930939Dan D
 
Learning the missing link in your talent management solution
Learning   the missing link in your talent management solutionLearning   the missing link in your talent management solution
Learning the missing link in your talent management solutionTaleo Research
 
Human resources management framework
Human resources management frameworkHuman resources management framework
Human resources management frameworkAngele Abi Khalil
 
Workforce Readiness P Presentation P
Workforce  Readiness  P  Presentation PWorkforce  Readiness  P  Presentation P
Workforce Readiness P Presentation PGlenda Owen
 
Five critical roles for healthcare marketing executives
Five critical roles for healthcare marketing executivesFive critical roles for healthcare marketing executives
Five critical roles for healthcare marketing executivesKaren Corrigan
 
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...Hootsuite
 
Career Development and Upskilling
Career Development and UpskillingCareer Development and Upskilling
Career Development and UpskillingTodd Wheatland
 
Social Media Marketing: 50+ Predictions for 2016
Social Media Marketing: 50+ Predictions for 2016Social Media Marketing: 50+ Predictions for 2016
Social Media Marketing: 50+ Predictions for 2016Carlos Gil
 
Human Resource Management
Human Resource ManagementHuman Resource Management
Human Resource Managementgumbhir singh
 

Viewers also liked (13)

Workforce Readiness: Why It is Oklahoma's Path to Economic Growth
Workforce Readiness:  Why It is Oklahoma's Path to Economic GrowthWorkforce Readiness:  Why It is Oklahoma's Path to Economic Growth
Workforce Readiness: Why It is Oklahoma's Path to Economic Growth
 
Reskilling the Workforce: Essential to Business Success
Reskilling the Workforce: Essential to Business SuccessReskilling the Workforce: Essential to Business Success
Reskilling the Workforce: Essential to Business Success
 
Hiring for Critical Roles: You’re Doing It Wrong
Hiring for Critical Roles: You’re Doing It WrongHiring for Critical Roles: You’re Doing It Wrong
Hiring for Critical Roles: You’re Doing It Wrong
 
Social Media and Recruiting
Social Media and RecruitingSocial Media and Recruiting
Social Media and Recruiting
 
Taleo recruiting-exam-study-guide-1930939
Taleo recruiting-exam-study-guide-1930939Taleo recruiting-exam-study-guide-1930939
Taleo recruiting-exam-study-guide-1930939
 
Learning the missing link in your talent management solution
Learning   the missing link in your talent management solutionLearning   the missing link in your talent management solution
Learning the missing link in your talent management solution
 
Human resources management framework
Human resources management frameworkHuman resources management framework
Human resources management framework
 
Workforce Readiness P Presentation P
Workforce  Readiness  P  Presentation PWorkforce  Readiness  P  Presentation P
Workforce Readiness P Presentation P
 
Five critical roles for healthcare marketing executives
Five critical roles for healthcare marketing executivesFive critical roles for healthcare marketing executives
Five critical roles for healthcare marketing executives
 
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...
Staying Competitive in Today's Digital Workforce: Advanced Social Media Strat...
 
Career Development and Upskilling
Career Development and UpskillingCareer Development and Upskilling
Career Development and Upskilling
 
Social Media Marketing: 50+ Predictions for 2016
Social Media Marketing: 50+ Predictions for 2016Social Media Marketing: 50+ Predictions for 2016
Social Media Marketing: 50+ Predictions for 2016
 
Human Resource Management
Human Resource ManagementHuman Resource Management
Human Resource Management
 

Similar to Hiring for Critical Roles: You're Doing It Wrong

RT__WPT_Guide_FinalDigitalSingle
RT__WPT_Guide_FinalDigitalSingleRT__WPT_Guide_FinalDigitalSingle
RT__WPT_Guide_FinalDigitalSingleConnor Wilson
 
Why Talent Mobility is King of Retention
Why Talent Mobility is King of Retention Why Talent Mobility is King of Retention
Why Talent Mobility is King of Retention RecruitingDaily.com LLC
 
Talent minus big data equals unsubstantiated rubbish
Talent minus big data equals unsubstantiated rubbishTalent minus big data equals unsubstantiated rubbish
Talent minus big data equals unsubstantiated rubbishNick Holley
 
HR and the Challenge of Agile Talent
HR and the Challenge of Agile TalentHR and the Challenge of Agile Talent
HR and the Challenge of Agile TalentHuman Capital Media
 
JWT INSIDE & LinkedIn Present: STEM Recruitment Decoded
JWT INSIDE & LinkedIn Present: STEM Recruitment DecodedJWT INSIDE & LinkedIn Present: STEM Recruitment Decoded
JWT INSIDE & LinkedIn Present: STEM Recruitment DecodedJWTINSIDE
 
Hiring lister Salespeople - Things to know
Hiring lister Salespeople - Things to knowHiring lister Salespeople - Things to know
Hiring lister Salespeople - Things to knowAmitNagar38
 
How to get the most of your Data & Analytcs
How to get the most of your Data & AnalytcsHow to get the most of your Data & Analytcs
How to get the most of your Data & AnalytcsCorsair's Publishing
 
Recruiting From Within
Recruiting From WithinRecruiting From Within
Recruiting From WithinCielo
 
The Japan Talent Acquisition Report 2020 - Makana Partners
The Japan Talent Acquisition Report 2020 - Makana PartnersThe Japan Talent Acquisition Report 2020 - Makana Partners
The Japan Talent Acquisition Report 2020 - Makana PartnersYan Sen Lu
 
Taboo Topics in Employer Brand: Afterthoughts and Implications
Taboo Topics in Employer Brand:  Afterthoughts and ImplicationsTaboo Topics in Employer Brand:  Afterthoughts and Implications
Taboo Topics in Employer Brand: Afterthoughts and ImplicationsKyle Lagunas
 
MBA Careers in Turbulent Times
MBA Careers in Turbulent TimesMBA Careers in Turbulent Times
MBA Careers in Turbulent TimesTamas Hevizi
 
White Paper Report - Technology Industry Draft (00000002)
White Paper Report - Technology Industry Draft (00000002)White Paper Report - Technology Industry Draft (00000002)
White Paper Report - Technology Industry Draft (00000002)Tracey Kelly
 
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATA
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATATHE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATA
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATAHuman Capital Media
 
The 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO Look
The 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO LookThe 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO Look
The 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO LookCIO Look Magazine
 
State of Workplace Learning and Development -2018
State of Workplace Learning and Development -2018State of Workplace Learning and Development -2018
State of Workplace Learning and Development -2018Mettl
 
Issues Related to Information Technology Management
Issues Related to Information Technology ManagementIssues Related to Information Technology Management
Issues Related to Information Technology ManagementLesa Cote
 
Heidrick & Struggles Global Talent Report
Heidrick & Struggles Global Talent ReportHeidrick & Struggles Global Talent Report
Heidrick & Struggles Global Talent Reportmatt_stencil
 
Bersinby deloitte caterpillarcontentstrategy_final
Bersinby deloitte caterpillarcontentstrategy_finalBersinby deloitte caterpillarcontentstrategy_final
Bersinby deloitte caterpillarcontentstrategy_finalXyleme
 

Similar to Hiring for Critical Roles: You're Doing It Wrong (20)

RT__WPT_Guide_FinalDigitalSingle
RT__WPT_Guide_FinalDigitalSingleRT__WPT_Guide_FinalDigitalSingle
RT__WPT_Guide_FinalDigitalSingle
 
Why Talent Mobility is King of Retention
Why Talent Mobility is King of Retention Why Talent Mobility is King of Retention
Why Talent Mobility is King of Retention
 
Talent minus big data equals unsubstantiated rubbish
Talent minus big data equals unsubstantiated rubbishTalent minus big data equals unsubstantiated rubbish
Talent minus big data equals unsubstantiated rubbish
 
HR and the Challenge of Agile Talent
HR and the Challenge of Agile TalentHR and the Challenge of Agile Talent
HR and the Challenge of Agile Talent
 
JWT INSIDE & LinkedIn Present: STEM Recruitment Decoded
JWT INSIDE & LinkedIn Present: STEM Recruitment DecodedJWT INSIDE & LinkedIn Present: STEM Recruitment Decoded
JWT INSIDE & LinkedIn Present: STEM Recruitment Decoded
 
Hiring lister Salespeople - Things to know
Hiring lister Salespeople - Things to knowHiring lister Salespeople - Things to know
Hiring lister Salespeople - Things to know
 
How to get the most of your Data & Analytcs
How to get the most of your Data & AnalytcsHow to get the most of your Data & Analytcs
How to get the most of your Data & Analytcs
 
Recruiting From Within
Recruiting From WithinRecruiting From Within
Recruiting From Within
 
Attrition 144
Attrition 144Attrition 144
Attrition 144
 
The Japan Talent Acquisition Report 2020 - Makana Partners
The Japan Talent Acquisition Report 2020 - Makana PartnersThe Japan Talent Acquisition Report 2020 - Makana Partners
The Japan Talent Acquisition Report 2020 - Makana Partners
 
Taboo Topics in Employer Brand: Afterthoughts and Implications
Taboo Topics in Employer Brand:  Afterthoughts and ImplicationsTaboo Topics in Employer Brand:  Afterthoughts and Implications
Taboo Topics in Employer Brand: Afterthoughts and Implications
 
MBA Careers in Turbulent Times
MBA Careers in Turbulent TimesMBA Careers in Turbulent Times
MBA Careers in Turbulent Times
 
White Paper Report - Technology Industry Draft (00000002)
White Paper Report - Technology Industry Draft (00000002)White Paper Report - Technology Industry Draft (00000002)
White Paper Report - Technology Industry Draft (00000002)
 
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATA
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATATHE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATA
THE SKILLS CURRENCY: UNLOCKING INTERNAL MOBILITY WITH REAL SKILLS DATA
 
The 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO Look
The 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO LookThe 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO Look
The 10 Most Influential Leaders In Tech To Follow, January 2023 - CIO Look
 
State of Workplace Learning and Development -2018
State of Workplace Learning and Development -2018State of Workplace Learning and Development -2018
State of Workplace Learning and Development -2018
 
Winning the War for Talent
Winning the War for TalentWinning the War for Talent
Winning the War for Talent
 
Issues Related to Information Technology Management
Issues Related to Information Technology ManagementIssues Related to Information Technology Management
Issues Related to Information Technology Management
 
Heidrick & Struggles Global Talent Report
Heidrick & Struggles Global Talent ReportHeidrick & Struggles Global Talent Report
Heidrick & Struggles Global Talent Report
 
Bersinby deloitte caterpillarcontentstrategy_final
Bersinby deloitte caterpillarcontentstrategy_finalBersinby deloitte caterpillarcontentstrategy_final
Bersinby deloitte caterpillarcontentstrategy_final
 

More from Taleo Research

Business Impact of Talent Intelligence
Business Impact of Talent IntelligenceBusiness Impact of Talent Intelligence
Business Impact of Talent IntelligenceTaleo Research
 
Top Four Learning Trends
Top Four Learning TrendsTop Four Learning Trends
Top Four Learning TrendsTaleo Research
 
Navigating the Learning Technology Maze: Social, Mobile and Games into your l...
Navigating the Learning Technology Maze: Social, Mobile and Games into your l...Navigating the Learning Technology Maze: Social, Mobile and Games into your l...
Navigating the Learning Technology Maze: Social, Mobile and Games into your l...Taleo Research
 
Improving Employee Engagement Through Social Learning
Improving Employee Engagement Through Social LearningImproving Employee Engagement Through Social Learning
Improving Employee Engagement Through Social LearningTaleo Research
 
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
 
The Big Picture: Beyond Social Learning, Think Social Talent Management
The Big Picture: Beyond Social Learning, Think Social Talent ManagementThe Big Picture: Beyond Social Learning, Think Social Talent Management
The Big Picture: Beyond Social Learning, Think Social Talent ManagementTaleo Research
 
Mobile Learning Handout - Key Points and Resources
Mobile Learning Handout - Key Points and ResourcesMobile Learning Handout - Key Points and Resources
Mobile Learning Handout - Key Points and ResourcesTaleo Research
 
Death of the Newspaper Industy: Bad News for You
Death of the Newspaper Industy: Bad News for YouDeath of the Newspaper Industy: Bad News for You
Death of the Newspaper Industy: Bad News for YouTaleo Research
 
Handout for new blended learning
Handout for new blended learningHandout for new blended learning
Handout for new blended learningTaleo Research
 
Handout for death of newspaper industry
Handout for death of newspaper industryHandout for death of newspaper industry
Handout for death of newspaper industryTaleo Research
 
The New Blended Learning - Training 2012
The New Blended Learning - Training 2012The New Blended Learning - Training 2012
The New Blended Learning - Training 2012Taleo Research
 
Finding and-developing-emerging-leaders-final
Finding and-developing-emerging-leaders-finalFinding and-developing-emerging-leaders-final
Finding and-developing-emerging-leaders-finalTaleo Research
 
Future of talent management drivers and trends
Future of talent management   drivers and trendsFuture of talent management   drivers and trends
Future of talent management drivers and trendsTaleo Research
 
Leading by Example: Social Technologies and ASTD Chapter Practices
Leading by Example: Social Technologies and ASTD Chapter PracticesLeading by Example: Social Technologies and ASTD Chapter Practices
Leading by Example: Social Technologies and ASTD Chapter PracticesTaleo Research
 
Social learning strategy checklist
Social learning strategy checklistSocial learning strategy checklist
Social learning strategy checklistTaleo Research
 
Historic inevitability of social everything
Historic inevitability of social everythingHistoric inevitability of social everything
Historic inevitability of social everythingTaleo Research
 
Capitalizing on your agency's talent
Capitalizing on your agency's talentCapitalizing on your agency's talent
Capitalizing on your agency's talentTaleo Research
 

More from Taleo Research (17)

Business Impact of Talent Intelligence
Business Impact of Talent IntelligenceBusiness Impact of Talent Intelligence
Business Impact of Talent Intelligence
 
Top Four Learning Trends
Top Four Learning TrendsTop Four Learning Trends
Top Four Learning Trends
 
Navigating the Learning Technology Maze: Social, Mobile and Games into your l...
Navigating the Learning Technology Maze: Social, Mobile and Games into your l...Navigating the Learning Technology Maze: Social, Mobile and Games into your l...
Navigating the Learning Technology Maze: Social, Mobile and Games into your l...
 
Improving Employee Engagement Through Social Learning
Improving Employee Engagement Through Social LearningImproving Employee Engagement Through Social Learning
Improving Employee Engagement Through Social Learning
 
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...
 
The Big Picture: Beyond Social Learning, Think Social Talent Management
The Big Picture: Beyond Social Learning, Think Social Talent ManagementThe Big Picture: Beyond Social Learning, Think Social Talent Management
The Big Picture: Beyond Social Learning, Think Social Talent Management
 
Mobile Learning Handout - Key Points and Resources
Mobile Learning Handout - Key Points and ResourcesMobile Learning Handout - Key Points and Resources
Mobile Learning Handout - Key Points and Resources
 
Death of the Newspaper Industy: Bad News for You
Death of the Newspaper Industy: Bad News for YouDeath of the Newspaper Industy: Bad News for You
Death of the Newspaper Industy: Bad News for You
 
Handout for new blended learning
Handout for new blended learningHandout for new blended learning
Handout for new blended learning
 
Handout for death of newspaper industry
Handout for death of newspaper industryHandout for death of newspaper industry
Handout for death of newspaper industry
 
The New Blended Learning - Training 2012
The New Blended Learning - Training 2012The New Blended Learning - Training 2012
The New Blended Learning - Training 2012
 
Finding and-developing-emerging-leaders-final
Finding and-developing-emerging-leaders-finalFinding and-developing-emerging-leaders-final
Finding and-developing-emerging-leaders-final
 
Future of talent management drivers and trends
Future of talent management   drivers and trendsFuture of talent management   drivers and trends
Future of talent management drivers and trends
 
Leading by Example: Social Technologies and ASTD Chapter Practices
Leading by Example: Social Technologies and ASTD Chapter PracticesLeading by Example: Social Technologies and ASTD Chapter Practices
Leading by Example: Social Technologies and ASTD Chapter Practices
 
Social learning strategy checklist
Social learning strategy checklistSocial learning strategy checklist
Social learning strategy checklist
 
Historic inevitability of social everything
Historic inevitability of social everythingHistoric inevitability of social everything
Historic inevitability of social everything
 
Capitalizing on your agency's talent
Capitalizing on your agency's talentCapitalizing on your agency's talent
Capitalizing on your agency's talent
 

Recently uploaded

TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.ukaroemirsr
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 

Recently uploaded (20)

TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
7movierulz.uk
7movierulz.uk7movierulz.uk
7movierulz.uk
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 

Hiring for Critical Roles: You're Doing It Wrong

  • 1. HIRING FOR CRITICAL ROLES You’re Doing It Wrong David Wilkins VP, Taleo Research @TaleoResearch Blog: talent-management-blog
  • 2. JOIN THE CONVERSATION › Opportunity to network › Share your point of view › Comment on the presentation Join the Conversation! • On Twitter: #TaleoTalent • In Twitter or Twitter client, search for #TaleoTalent. • When you comment, add #TaleoTalent so everyone can see it.
  • 3. EXECUTIVE SUMMARY › High unemployment is a myth (when hiring for critical roles) › Skill shortages for critical roles are bad and getting worse › “Hiring” as a default approach is mostly bad – It costs more. – It results in lower productivity and performance. – It hurts engagement and turnover for hi-pos. › We need to switch the model to development and mobility first. › We need better talent intelligence, job definitions, and matching tools. › But mostly we need a strategy.
  • 4. POLL › Are you having difficulty filling critical roles? › Yes › No
  • 5. THE “HIGH UNEMPLOYMENT” MYTH Education Level (March, 2012) Unemployment Rate Less than high school diploma 12.9 High school diploma 8.3 Associate’s degree or some college 7.3 Bachelor’s or higher 4.2 Master’s (as of May 2011) 3.6 Doctorate’s or Professional (as of May 2011) 2.4 When it comes to critical roles, which group are you hiring from? http://www.bls.gov/news.release/empsit.t04.htm http://www.bls.gov/emp/ep_chart_001.htm #TaleoTalent
  • 6. THE CHALLENGE OF CRITICAL ROLES The R&D shortage is particularly acute in industries where product innovation is critical. Among the Technology/Media/Telecom companies surveyed, 40% predict a severe shortage of R&D talent, while 39% of Consumer/ Industrial Products companies surveyed and 37% of Life Sciences/Health Care companies surveyed foresee shortages in this area. Talent Edge 2020: Blueprints for the new normal, December 2010, Deloitte. #TaleoTalent
  • 7. THE CHALLENGE OF CRITICAL ROLES The R&D shortage is particularly acute in industries where product innovation is critical. Among the Technology/Media/Telecom companies surveyed, 40% predict a severe shortage of R&D talent, while 39% of Consumer/ Industrial Products companies surveyed and 37% of Life Sciences/Health Care companies surveyed foresee shortages in this area. Talent Edge 2020: Blueprints for the new normal, December 2010, Deloitte. #TaleoTalent
  • 8. OTHER PERSPECTIVES The 2011/2012 Talent Management and Rewards Study, North America, Towers Watson 10 Hardest Roles to Fill in the US: 8 Hardest Roles to Fill in the UK: 1. Skilled Trades 1. Finance and Legal Professionals 2. Sales Representatives 2. Customer Service 3. Engineers 3. Technical and IT 4. Drivers 4. Marketing Professionals 5. Accounting & Finance Staff 5. Sales Professionals 6. IT Staff 6. Production Staff 7. Management/Executives 7. R&D 8. Teachers 8. Administrators 9. Secretaries/Administrative Assistants UK Critical Talent Pipelines, 2012, Taleo 10. Machinist/Machine Operator Talent Shortage Survey, 2011, ManpowerGroup. #TaleoTalent
  • 9. AND THE FUTURE LOOKS WORSE › Georgetown University Center on Education and the Workforce on shortfall of college grads in 2018 3,000,000 › Accenture study from 2006 showed that STEM enrollments would need to increase by to meet demand 20-30% between 2006-2016 Instead, enrollments have GONE DOWN.
  • 10. POLL QUESTION › How do you typically fill critical roles? › Mostly external hires › Mostly internal hires › A pretty even mix of each
  • 11. CHALLENGES IN HIRING EXTERNALLY FOR CRITICAL ROLES › Cost › Time › Retention › Engagement #TaleoTalent
  • 12. EXTERNAL HIRE CHALLENGES: COST AND TIME › External hires cost more – Critical roles are usually industry-wide, not company specific – Thus, there is usually high demand for limited resources – Critical roles are critical for a reason – unique skills, high need – Scarcity + high demand = high cost – “Unknowns” in external hiring = more focus on “observable characteristics” such as education / experience =  pay › Scarcity also often means head hunters which adds more cost › Scarcity also means longer time to hire, adding opportunity cost #TaleoTalent
  • 13. EXTERNAL HIRE CHALLENGES: COST AND TIME › External hires cost more – Critical roles are usually industry-wide, not company specific – Thus, there is usually high demand for limited resources – Critical roles are critical for a reason – unique skills, high need – Scarcity + high demand = high cost – “Unknowns” in external hiring = more focus on “observable characteristics” such as education / experience =  pay › Scarcity also often means head hunters which adds more cost › Scarcity also means longer time to hire, adding opportunity cost #TaleoTalent
  • 14. EXTERNAL HIRE CHALLENGES: RETENTION, PRODUCTIVITY, AND ENGAGEMENT › External hires aren’t as productive as internal hires; new research suggests that it takes 2 years to get “up to speed” › External hires average shorter tenures than internal hires › External hires average lower performance reviews › Hiring outside = risk to top performers and high potentials – “Lack of career development” is #1 reason for dysfunctional turnover – “Training and development opportunity” is #1 driver of employee engagement – “More opportunities to do what I do best” is #1 driver of employee engagement #TaleoTalent
  • 15. EXTERNAL HIRE CHALLENGES: RETENTION, PRODUCTIVITY, AND ENGAGEMENT › External hires aren’t as productive as internal hires; new research suggests that it takes 2 years to get “up to speed” › External hires average shorter tenures than internal hires › External hires average lower performance reviews › Hiring outside = risk to top performers and high potentials – “Lack of career development” is #1 reason for dysfunctional turnover – “Training and development opportunity” is #1 driver of employee engagement – “More opportunities to do what I do best” is #1 driver of employee engagement #TaleoTalent
  • 16. WHY DOES TALENT LEAVE? #TaleoTalent
  • 17. YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT: PERFORMANCE MANAGEMENT AND COMPENSATION #TaleoTalent
  • 18. YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT: PERFORMANCE MANAGEMENT AND COMPENSATION #TaleoTalent
  • 19. YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT: SUCCESSION AND TALENT MOBILITY #TaleoTalent
  • 20. YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT: SUCCESSION AND TALENT MOBILITY #TaleoTalent
  • 21. YET WE KNOW NEXT TO NOTHING ABOUT OUR TALENT: TOP PERFORMER AND HI-PO DATA IS UGLY › 80% of companies don’t know who is a flight risk. › 78% of companies don’t know who is on a succession plan. › 80% of companies don’t know who has a career path. › 65% of companies don’t know much about who they’re retaining. › 84% of companies don’t if their development plans are working. › 65% of companies don’t know much about Hi-Po’s. #TaleoTalent
  • 22. ADDRESSING THE PROBLEM External Hires Internal Hires • Fresh eyes and • Anytime the perspectives other criteria • High growth, new don’t apply… territories, new • In other words, strategic this should be directions the “default” model #TaleoTalent
  • 23. YOUR DEFAULT HIRING FLOWCHART Catalog External Talent Talent Catalog Profiles Internal Talent #TaleoTalent
  • 24. YOUR DEFAULT HIRING FLOWCHART Catalog External Talent Talent Catalog Profiles Internal Talent Catalog Job Requirements Job Roles #TaleoTalent
  • 25. YOUR DEFAULT HIRING FLOWCHART Catalog External Talent Talent Catalog Profiles Internal Talent Match Potential Candidates Catalog Job Requirements Job Roles #TaleoTalent
  • 26. YOUR DEFAULT HIRING FLOWCHART Catalog External Talent Talent Development Catalog Profiles Plans Internal Talent Potential Green light Match Assess Gaps Candidates Candidates Update Catalog Job Requirements Requirements Job Roles #TaleoTalent
  • 27. YOUR DEFAULT HIRING FLOWCHART Catalog External Talent Talent Development Catalog Profiles Plans Internal Talent Potential Green light Match Assess Gaps Candidates Candidates Update Catalog Job Requirements Requirements Job Roles #TaleoTalent
  • 28. YOUR DEFAULT HIRING FLOWCHART Catalog External Talent Talent Development Catalog Profiles Plans Internal Talent Critical Potential Green light Talent Match Assess Gaps Add Candidates Candidates Pipelines Update Catalog Job Requirements Requirements Job Roles #TaleoTalent
  • 29. Catalog ADDRESS YOUR TALENT INTELLIGENCE GAPS Internal Talent › Where are your skill and competency gaps? › Do you have robust talent data for your team? – Pre-hire experience, job roles – Skills, capabilities, competencies – Self-identified skills developed in personal life – Career aspirations and related gaps – Learning and development plans – Crowd-sourced assessment of potential, capabilities, fit, etc… – Current and automatically updated talent data #TaleoTalent
  • 30. Catalog Job ADDRESS YOUR JOB ROLE GAPS Requirements › Have you defined requirements for each job? › Do you have job families? › Can you identify potential career paths based on competencies, capabilities, experience? › For critical roles, have you identified longer-term competency development strategies? – Required experience and levels of mastery – Education and formal knowledge requirements – Bridge roles or “stepping stone” roles that provide experience – Assessment models #TaleoTalent
  • 31. Development DEVELOPING YOUR TALENT Assess Gaps Plans › Career Aspirations › Skill Gap Assessment › Action Learning › Stretch Goals and Assignments › Talent Mobility › Multi-stage Development and Competency Model › Mentor / Mentee Models #TaleoTalent
  • 32. Update UPDATE REQUIREMENTS Assess Gaps Requirements › Is the job definition static or dynamic? › How much “wiggle room” is there to rethink work assignments and responsibilities to overcome gaps? › Do requirements change over time in response to changing competitive landscape, strategy, new opportunities or threats? › Job roles and related requirements are a means to an end – Reflection of “best” way to organize work, not the “only” way – Often better to rethink work assignments than lose a top performer or hi-po for lack of internal opportunities #TaleoTalent
  • 33. MATCHING – NOT DEEP ENOUGH Match › Goal is not to “hire,” but to match talent to requirements › Yet we don’t know the basics 48% say that their skills go unnoticed feel that their work history & experiences are not leveraged by their employer 75% #TaleoTalent
  • 34. MATCHING – NOT SOCIAL ENOUGH Match › Co-workers know talent best, yet aren’t involved in matching Professional & work Professional & work capabilities aspirations / ambitions None of the Other None of the Other above 1% above 1% 6% Don’t know 3% My family / Don’t know My family / 5% partner 5% partner 21% 43% My line manager My line manager 13% 22% My friends HR software / outside of work systems 4% 1% HR software / systems 1% My colleagues My colleagues and peers and peers 22% My friends 43% outside of work 9% #TaleoTalent
  • 35. MATCHING – NOT AUTOMATED ENOUGH Match #TaleoTalent
  • 36. Critical BLEND YOUR CRITICAL TALENT PIPELINES Talent Pipelines › Internal candidates › External candidates › Stop-gap contingent workers #TaleoTalent
  • 40. WRAP UP › High unemployment is a myth (when hiring for critical roles) › Skill shortages for critical roles is bad and getting worse › “Hiring” as a default approach is mostly bad – It costs more. – It results in lower productivity and performance. – It hurts engagement and turnover for hi-pos. › We need to switch the model to development and mobility first. › We need better talent intelligence, job definitions, and matching tools. › But mostly we need a strategy.