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#Leadership : 3 Tools to Build a Leadership Pipeline…Use these Three Tips to Build a Talent Pipeline of Future Leaders and Ensure your Company Remains in Good Hands.

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Leaders are difficult to find, leaving many companies scrambling when a higher ranking employee decides to leave. The Global Workforce Leadership survey from Workplace Trends found that almost half of the companies surveyed in February and March 2015 said that leadership is the hardest skill to find in employees.

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How can companies manage the transition when leaders leave or when management positions are open? These changes in leadership shouldn’t be a catastrophe. By building a talent pipeline of future leaders, employers can simply fill urgent talent needs with a qualified internal hire.

However, building a talent pipeline is not just an event to do as needed. It’s a fully integrated process that requires more than just a set-it-and-forget-it philosophy.

Let’s take a look at how to build a talent pipeline of future leaders:

1. Create an employer branding message.

Growth opportunities are great for attracting top talent and retaining employees. LinkedIn’s “Why and How People Change Jobs” reportfound that 45 percent of the 10,536 people surveyed who changed companies between late 2014 and early 2015 say they left because they were concerned about a lack of advancement opportunities. Fifty-nine percent say they started a new job for a stronger career path and more opportunity.

In other words, start marketing the company’s emphasis on career development and growth opportunities. Cater the employer branding messaging to those who aim to become leaders and make sure it is clear and consistent.

The company’s online presence should make it clear that employees have a lot of room to move and grow within the organization. Share employee testimonials to highlight real-world examples for interested job seekers. This adds a level of credibility and authenticity to the message.

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Related: 5 Keys to Inspiring Leadership, No Matter Your Style

Utilize social media outlets to expand the brand’s reach. For example, if a new department is in need of some entry-level workers, share the job listings on Twitter and Facebook. Make the most of visual platforms as well, like Instagram. Post images of the office or live stream video from a training seminar to show job seekers what it’s like to join the team.

Consider updating the core values and mission statement to incorporate employee development. Remember, creating a culture based on personal growth doesn’t just happen overnight. The best method for this involves a documented, fully developed talent mobility program.

2. Start a talent mobility program.

Talent mobility programs are essential for building a robust talent pipeline, especially for filling future leadership positions. Unfortunately, finding an employer with a leadership program is nearly impossible. The 2015 Global Human Capital Trends report from Deloitte found that while 53 percent of younger workers want to take on leadership roles, only 6 percent of organizations have strong leadership programs in place.

Talent mobility attracts more job seekers and improves retention rates. After all, employees who are being invested in will want to stick around. Investing in the workforce builds a strong relationship between the employer and employee that is based on trust and respect.

When creating a talent mobility program, incorporate leadership training so employees can start developing those valuable skills they’ll need when it comes time for them to succeed higher-ups.

Start encouraging participation within the company by promoting the benefits of the program through email notifications, signage in the office, meetings and other tactics that can catch their attention and engage them with the program. Raise awareness by clearly defining how it is advantageous to employees who want to move up in the company.

Related: Why Leadership Development Needs to Be Updated

Some employers fail to make the most out of their talent mobility programs. To maximize the results and to understand the talent pipeline well, start measuring and tracking.

3. Use performance analytics.

Performance data gives employers and management visibility and insights about the talent on hand. Track how employees are faring with succession activities in the talent mobility program and provide feedback consistently to guide them toward achieving their goals and becoming a better leader.

Use data to assign tasks that they can succeed in, but also push them out of their comfort zones so they learn new skills or further develop ones they already possess. When employers fully understand each person’s strengths, they know who their best candidates are for future leadership roles.

Measuring and analyzing performance data helps companies make the right decisions. They can hire more confidently with predictive analytics. Promoting from within is not a guessing game. Talent mobility programs empower companies to build deep talent pipelines where they can choose from the best of the best to ensure the future of their company remains in good hands.

 

Entrepreneur.com | September 14, 2016 | Kes Thygesen

 

#Leadership : The 8 HR Analytics Every Manager Should Know About…People are Vital to the Success of any Company. There’s No Doubt that any Business Which can Attract the Right Competencies, Manage Talent Effectively, Utilize Capacity Efficiently, & Retain Employees is Setting Itself Up for Long-Term Success.

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HR departments are generating more data than ever before but at the same time they often struggle to turn their data into valuable insights. Based on the work I do with companies all over the globe I have identified some of the most important analytics managers can use to better understated the people-related side of their business.

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This post builds on my article on the key business analytics tools, which might make good additional background reading. Here is my list of HR analytics every manager should know about:

1- Capability analytics

The success of your business depends on the level of expertise and skill of your workforce. Capability analytics is a talent management process that allows you to identify the capabilities or core competencies you want and need in your business. Once you know what those capabilities are you can compare them to the capabilities you have in place at the moment to see if you have any gaps.

Tip: Capabilities are not just about qualifications and skills; they can also include capabilities that may not be formally recognized, such as the ability to develop and maintain relationships.

 

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2- Competency acquisition analytics

Talent matters, and the acquisition and management of talent is often a critical factor in business growth. Competency acquisition analytics is the process of assessing how well or otherwise your business acquires the desired competencies. You need to start by identifying the core competencies your business requires now and in the future. Then assess the current levels of these competencies within your business and identify any gaps. You can then monitor how effective you are at developing these competencies in-house or spotting and recruiting candidates with those competencies.

Tip: Key to effective competency acquisition analytics is focusing on a small set of core competencies.

 

3- Capacity analytics

Capacity affects revenue. Capacity analytics seeks to establish how operationally efficient people are in a business, e.g. are people spending too much time on admin and not enough on more profitable work, or are individuals stretched far too thin? It also allows businesses to establish of how much capacity they have to grow?

Tip: The tricky part is establishing a system to track capacity without creating huge administrative burdens and without alienating employees with a ‘big-brother’ approach. Big data and sensor system can be very effective here.

 

4- Employee churn analytics

Hiring employees, training them and then integrating them into the business costs time and money. Employee churn analytics is the process of assessing your staff turnover rates in an attempt to predict the future and reduce employee churn. Historical employee churn can be identified through traditional KPIs such as the employee satisfaction index, employee engagement level and staff advocacy score. Surveys and exit interviews are also useful tools.

Tip: Always remember that some employee churn can be desirable. It is important to identify a healthy level of churn and develop system to pinpoint the ‘regrettable’ churn.

 

5- Corporate culture analytics

Culture is notoriously difficult to pin point and even harder to change. It is essentially the collective (often unspoken) rules, systems and patterns of behavior that embody your business. Corporate culture analytics is therefore the process of assessing and understanding more about your corporate culture or the different cultures that exists across your organization. This then allows you to track changes in culture you would like to make, understand how the culture is changing, create early warning systems to detect toxic cultures in their development and ensure you are recruiting people that don’t clash with the corporate culture.

Tip: One way to assess culture is through the analysis of customer service conversations, which can provide a rich vein of data to assess corporate culture.

 

6- Recruitment channel analytics

Employees represent the greatest cost and greatest opportunity in most businesses. Recruitment channel analytics is the process of working out where your best employees come from and what recruitment channels are most effective. Recruitment channel analytics will involve some historical assessment of employee value using KPIS such as human capital value added and return per employee. Surveys and entry interviews are also useful sources of data.

Tip: Aggregator sites like glassdoor.com operate like Trip Advisor for recruitment and can provide companies with independent reviews of their recruitment process.

 

7- Leadership analytics

Poor leadership, whether of a business, division or team costs money and prevents a business from fulfilling its potential. Leadership analytics unpacks the various dimensions of leadership performance via data to uncover the good, the bad and the ugly. Data about leadership performance can be gained through the use of surveys, focus groups, employee interviews or ethnography.

Tip: It is advisable to make the data collection anonymous, so that employees can really open up and provide useful information. Few employees would feel confident or safe talking about their leader or manager if they knew that person could or may have access to their opinion.

 

8- Employee performance analytics

Your business needs capable high-performing employees to survive and thrive. Employee performance analytics seeks to assess individual employee performance. The resulting insights can identify who is performing well and who may need some additional training or support in order to raise their game. Today, we have many innovative ways of collecting and analyzing performance, from crowdsourced performance assessments to big data analytics.

Tip: I advise companies to move away from the classic and outdated performance reviews. With modern data capture techniques it is possible to analyze performance more holistically and less focused on specific parts of a job that might cause employees to skew their behavior.

 

Bernard Marr is a best-selling author, keynote speaker and data expert. His new books is: ‘Key Business Analytics: The 60+ Business Analysis Tools Every Manager Needs To Know‘

 

Forbes.com | March 1, 2016 | Bernard Marr

#Leadership : Challenges For HR Directors In 2016…There is a Growing Trend towards Manager & Employee-Driven HR Processes Rather than HR being the Main Driver

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In 2015, one of the notable features of the business world has been the impact that a corporate scandal can have on the reputation of a company or sector.

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As Benjamin Franklin, one of the founding fathers of the US remarked: ‘It takes many good deeds to build a reputation and only one bad one to lose it’.

In 2015, the repercussions of the carbon emissions cheating debacle by Volkswagen continues to be felt by its customers, suppliers and employees and a catalogue of misdemeanors such as the foreign exchange rate rigging and money laundering has plagued the banking sector.

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On a macro-economic level, the population continues to age in many countries across the EU as well as the US and Japan. Germany and Japan have a population average age of 46 years while in the US this is 36 years old. The demographic profile is very different in Africa where the average age in South Africa is 25 and 15 years old in Uganda. The changing demographics within the West and in emerging markets will have implications for the talent management programs of global firms. I asked some experts to gaze into their crystal balls and give their views for 2016 in terms of talent management, leadership, culture and technology.

Reputation management will be front and centre of HR directors’ agenda, commented Rita Trehan, chief capacity officer at Rita Trehan LLC. “The Volkswagen downfall has cast a long shadow; a healthy culture gone astray. If it can happen to them, it can happen to anyone. Next year, the onus will be on HR to take the lead, manage the company reputation and call out risky practices that might bring down a business.”

Major skill shortages and huge changes in demographics will be on the radar of HR directors of FTSE100 firms, remarked Nick Holley, co-director of the center of HR Excellence at Henley Business School.

“I see a lot of companies have a big issue where there is shortage of science, technology, engineering and mathematics (STEM) skills. At the same time, we see that many FTSE100 firms have demographic problems as there are a significant proportion of baby boomers on the cusp of retirement. There is a real issue with knowledge transfer here.”

As the job market becomes more competitive and skill shortages worsen, this will place the prospective employee in a more influential position to research an employer, argued O’Connell. “Employees have more information than ever before on a prospective employer. HR needs to focus on what their employer brand is and build trust between potential employees and the business.”

In terms of talent management challenges facing global firms in 2016, there is a growing understanding within the HR industry that the annual performance review isn’t an effective way to manage people or boost performance, argued David Brennan, general manager of Achievers. “It’s a process that looks in the rear-view mirror, that’s focused on what your employee did a year ago. It’s no longer a relevant or fruitful procedure for the new generation of employees. Learning how to incorporate real-time feedback into the company’s culture will be crucial for global firms who want to see engaged and successful employees.”

Holley warned that global firms had to be careful when it came to defining ‘talent’. “It’s not just the high potential employees. Most organizations see the talent issue is around critical skills that they require to deliver their business strategy.” Holley argued that there needs to be more ‘subject-matter’ leadership within organizations. “We tend to think that leadership is about leading people but it’s also about commercial leadership, multi-cultural leadership and leading within the context of the organization.”

HR directors of multinational companies need the ability to balance the need of different business challenges arising from different regions, said O’Connell. “Immigration is an interesting challenge. There will be increasing workforce diversity and companies that embrace that diversity will see that leverage of value.”

Global organizations must consider what it means to have a multi-generational workforce and how they work together, advised Charlotte Sweeney, founder of Charlotte Sweeney Associates, a diversity and inclusion consultancy. “Organizations need to consider what employees from different generations and different life styles are looking for from an employer, whether that’s interesting work, being able to make a difference to wider communities or the rewards and recognition they receive. Research shows that the younger generation is much more vocal about what they want and don’t want from their employer and career. If companies want to be able to attract and retain future talent, then these perspectives do need to be listened to.”

Another challenge for multinational firms is how they communicate with the millennial generation especially with the increasing influence and presence of online sites that review organizations, argued O’Connell. “Employers have a real challenge here as with greater choice and influence, this generation has a depth of knowledge about companies. HR directors have to make sure they are communicating properly about their company. Glassdoor has provided authentic feedback about companies and I see the more progressive organizations respond to comments on Glassdoor, rather than ignore it.”

O’Connell warned that the HR function had to get closer to the business in 2016 in order to be more effective. “We did research recently which revealed that 50% of business leaders don’t value the analytics that HR provides for them. HR is taking a technology-focused approach but it needs to provide the data that the business unit values.”

Technology will play a pivotal role for the HR function in 2016, commented Simon Constance, partner, people advisory services at EY. “I think that 2016 will be the year that automation hits the administrative processes and we’re going to see an explosion of artificial intelligence. Automation will take a swathe of process roles out in call centers. Junior analysis roles will also be hit by automation.”

Dominique Jones, Vice-President of Human Resources at Halogen Software believes that there is a growing trend towards manager and employee-driven HR processes rather than HR being the main driver. “To support this, HR technology will provide employees and managers a central view of all ongoing performance and development activities, and a simpler way to review and revise goals, development plans and gather and provide feedback across multiple devices.”

 

Forbes.com | December 30, 2015 | Karen Higginbottom ,CONTRIBUTOR

 

#Leadership : Companies are Now Using this Strategy to Win the War for #Talent … How can #Employers Make sure Highly Qualified #Workers Choose Your Company over Your Competition?

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Recruiting top talent is a priority for every business regardless of location or industry. According to a report released by commercial real estate services company CBRE, 67 percent of multinational companies prioritize talent acquisition and retention over cost savings.

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There’s a good reason for that: Without skilled workers, companies would be lost.  And at the heart of the talent conversation lies real estate. In fact 46 percent of corporations’ global real estate decisions last year were driven by talent availability.

But even if you establish your business in a place where there’s a lot of good talent, securing it can be an outright war. So, how can employers make sure highly qualified workers choose them over the competition? Here are some ways to maximize real estate as a tool in the talent war.

Turn your headquarters into a community

If your company isn’t located in a major city, then offices can sometimes be pretty generic looking, often lacking any personality. Not so for ESPN. The company’s headquarters in Bristol, CT, aren’t a run-of-the-mill office park, but a full-fledged compound. After employees eat in the onsite cafe—which includes a brick pizza oven, vintage popcorn machine, and sports references like “Field of Greens”— they can get together to shoot some hoops out back. When they need a break from technology they can chat by a pond-side gazebo or visit the expansive gym, open seven days a week.

Obviously ESPN’s state-of-the-art, 123-acre campus makes it a desirable employer, but you don’t need a similar setup to attract and keep the best talent. Instead, you can infiltrate a community that already exists — whether it’s a desirable neighborhood in a certain city or an office park (an attractive one) in a suburb. Local restaurants, entertainment options, and other amenities play a big part in determining whether workers will choose you or sign on with a rival.

 

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Focus on wellness

How healthy is your business? Increasingly, companies are thinking of this question not in relation to revenue, but actual employee health. CBRE calls this the “wellness” agenda, where “the physical comfort and performance of the workforce come to play a growing role in building production and management.” In other words, services that were once viewed as a luxury—like on-site gyms and spas—are becoming commonplace, and failing to build them can leave companies in the dust.

CBRE reports that close to 50 percent of workers rank amenities like gyms as an important workplace feature, while more than half consider the indoor environment. These factors affect the modern workforce’s decision about which company to choose, and how long to stick around.

General Mills, the Minneapolis, MN, consumer packaged goods manufacturer, offers its workers access to an on-site health clinic. Meanwhile, in San Francisco, Twitter provides staff with a rooftop garden for when they need some down time.

Dial up employee collaboration

A business’ ability to foster corporate connectedness is very much a product of its workspace.

That’s because certain workspaces encourage employee collaboration, which can create a more appealing company culture—something that’s sure to draw workers. When Steve Jobs was CEO of Pixar, he hired famed architectural firm Bohlin Cywinski Jackson to design a campus that included a central atrium and multiple gathering areas that “promoted encounters and unplanned collaborations.” Teamwork and a positive atmosphere matter, especially when you consider many professionals spend more than 1,500 hours in an office each year.

Winning the talent war is about understanding what your target employees value in a workplace — from infrastructure to lifestyle perks — and delivering. When you can strike that balance between community and culture, workers will be lining up to sign on.

Find out more about how the right real estate can help recruit and retain great employees. 

This post is sponsored by CBRE. 

 

Businessinsider.com | December 8, 2015 | CBRE

#Leadership : We Don’t Need The Best People, We Need The Best Teams…Having the “Smartest Guys in the Room” Won’t Do you Much Good If they Can’t Work with Others Effectively. We Need to ReThink How we Approach Talent.

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All of this Points to a Major Change in How we Need to Recruit, Train & Manage People.  Many long-held practices, such as individual performance assessments and compensation will have to be reassessed. The best performers are no longer the hard driving executives that can impose their force of will, but those who can engender trust and encourage others to contribute.

 

The Navy SEALs, one of the world’s most elite fighting units, emphasizes teamwork over individual performance in its training and evaluation (image credit: Wikipedia)

In 1997, in a landmark article, McKinsey declared the war for talent.  The firm argued that due to demographic shifts, recruiting the “best and the brightest” was even more important than “capital, strategy, or R&D.” The report was enormously influential and continues to affect how enterprises operate even today.

Companies were urged to identify specific traits they were looking for, aggressively recruit and retain the very best performers and move quickly to weed out those who didn’t measure up.  Some companies, such as General Electric, instituted a policy of stacked ranking, routinely firing the bottom 10% of their workers.

Yet in a new book, Humans Are Underrated, longtime Fortune editor Geoff Colvin challenges this notion.  As it turns out, what it takes to compete in today’s world is not the best individual performers, but the best teams.  Having the “smartest guys in the room” won’t do you much good if they can’t work with others effectively.  We need to rethink how we approach talent.

 The Increasing Dominance of Teams

In the aftermath of 9/11, the CIA commissioned a study to determine what attributes made for the most effective analyst teams.  What they found was surprising.  As it turned out, what made for the most effective teams was not the individual attributes of their members, or even the coaching they got from their leaders, but the interactions within the team itself.

Managers have long sought to stock their organizations with great performers.  Hard working people who went to top schools, scored high on aptitude tests and had a proven track record of getting results were highly sought after.  Compensation schemes and retention practices were similarly geared to top performers.

However recent studies show that high value work is increasingly done not by individuals, but teams and those teams are increasing in size. Moreover, other research demonstrates that diverse teams outperform others that are more homogenous even if the more uniform units are made up of people with higher ability.

In fact, almost everywhere you look there is evidence that belies the central premise of the “war for talent” approach that McKinsey promoted and that so many organizations have adopted.  What’s increasingly becoming clear is the focus on individual performance was misguided. We need to shift our focus from individuals to teams.

 

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What’s Driving The Shift

At first, the new emphasis on teams, rather than individual performance, can be a little hard to swallow.  We’ve all seen great performers at work and marveled at their effectiveness, just as we’ve all seen real buffoons in action who can’t seem to tie their own shoelaces.  It seems far fetched, to say the least, that the former do not outperform the latter.

Yet in truth, very few people are stars or dolts, most sit somewhere in between and cognitive ability isn’t as consequential as it used to be. Consider the fact that an ordinary teenager with a smartphone has more access to information than even a genius working in a high-powered organization a generation ago and it becomes clear that talent is overrated.

So just as the industrial revolution devalued physical power, the digital age is reducing the importance of cognitive power.  Increasingly, we’re collaborating with machines to get work done.  Further, as the world grows more complex, expertise is becoming more domain specific, so we need to work with others to get things done.

The effect of teams is even becoming clear in fields that have long been considered in the realm of individual performance.  The National Transportation Safety Board, for example, found that 73% of fight incidents happen on the crew’s first day together, before they had a chance to build a team dynamic.  Another study showed that surgeons perform markedly worse at unfamiliar hospitals.

Building A Team Of Teams

Just as the individual capabilities of team members isn’t nearly as important as how they work together, overemphasizing individual team performance can hinder the performance of the organization as a whole. As he describes in Team of Teams, that’s what General Stanley McChrystal found fighting Al Qaeda in Iraq in 2004.

Although as the Commander of Special Forces, he led some of the world’s most capable teams, the interactions between them left much to be desired.  Commandos would capture valuable intelligence, which would often sit for weeks before a team of analysts would get to it.  Insights from analysts, on the other hand, often weren’t getting to the soldiers on the ground.

McChrystal saw that his forces had fallen into an efficiency paradox.  In their zeal to field the most capable teams hell bent on accomplishing their specific missions, interoperability suffered and the shared mission of the organization was being lost.  They were winning every battle, but somehow still losing the war.

So McChrystal took steps to network his organization, even if that meant slowing the individual teams down slightly.  For example, he took top soldiers out of the field and made them liaison officers—usually a role for those past their prime.  He also embedded analysts in commando units and vise versa.  The result was that overall efficiency increased by a factor of seventeen.

What Makes A Great Team?

Managers have long relied on assessments such as the IQ test to identify high performers and those scores do correlate highly with individual achievement.  However, the work we do today demands greater collaboration and the same individual skills don’t necessarily transfer to a group setting.  In fact, some high performance traits, like assertiveness, negatively affect teams.

To understand how to create more effective teams, scientists at MIT and Carnegie Mellon have identified a collective intelligence factor that predicts group performance.  Rather than hard driving “A personalities,” it turns out that high performing teams are made up with people who have high social sensitivity, take turns when speaking and, surprisingly the number of women in the group.

Another study found that successful groups exhibited behaviors that engender trust, such as facing each other while talking and making eye contact.  Colvin also pointed to further research, still unpublished, which suggested that team performance was hindered when people believed that their work was being individually assessed.

All of this points to a major change in how we need to recruit, train and manage people.  Many long-held practices, such as individual performance assessments and compensation will have to be reassessed. The best performers are no longer the hard driving executives that can impose their force of will, but those who can engender trust and encourage others to contribute.

 

Forbes.com | September 5, 2015 | Greg Satell