Digital Darwinism and Hiring for Greatness

I suppose I am a physical retailer’s worst nightmare. Researching online (web rooming), going in store to touch and see the physical object (showrooming) then, unashamedly, producing my smartphone to scan said object or undertake a simple online search which will tell me whether I can get a better deal elsewhere.

I also know I am not alone. The age of digital disruption and consumer connectedness has been accelerating at lightning speed for years now. Ah, remember Blockbusters, Kodak, Nokia? All businesses whom today’s leaders do NOT want to follow in the footsteps of. All victims of disruptive technology. All of whom failed to free their companies future from the pull of the past.

I can’t say I’m altogether upset by the notion: I see this digital Darwinism as a way to weed out the weaker businesses. Finally, the consumer is truly free to make an informed choice. None of the fallen companies I’ve mentioned can feign surprise at the digital disrupt, it doesn’t sneak up on anyone. Being blindsided is simply not an excuse. Every one of them buried their head in the sand. 

Yep, I’m talking to you, taxi companies, don’t say you didn’t see Uber coming.

Want another perfect example? Kodak. The very business whose demise came when they failed to craft an appropriate response to digital photography. But guess what? Kodak knew about digital photography; worse still, they actually invented it. Steve Sasson, the Kodak engineer who created the first digital camera in 1975, infamously characterised the initial corporate response to his invention this way: “Management’s reaction was, ‘That’s cute — but don’t tell anyone about it.’” So Kodak’s leaders were aware, but in denial. (Decisionfailures.com) Major fail.

This brings me on to the human resources / recruitment element of our digital landscape. It’s something I’ve been considering writing about for a while, but the final straw came when reading about a hiring decision by Kodak (yep, these guys certainly made a myriad of bad decisions). Back in 1989, Kodak’s board of directors had a chance to make a course change when Colby Chandler, the CEO, retired. The two final candidates for the job were Phil Samper, who had a sophisticated feel for digital technology, and Kay R. Whitmore, who represented the traditional film business in which he had been involved for three decades. It’s hardly a surprise all these years later to hear that the board chose Whitmore (computerworld.com).

As a people person myself, there’s little I don’t think can be solved with the right hire, and personally I think there are three main HR / recruitment considerations that will dictate whether a company survives or gets eaten alive.

Leadership

Is your leadership up to the task of responding to digital disrupt? Are they capable of being the disruptor in your industry? Do you have people in place who are brave enough and informed enough, to innovate your business model, frequently? If not, it’s time to make some changes. And if you’re looking for a new leader, TAKE HEED. Don’t hire for what you’ve always done, hire for what you’re planning to do. Because if those two things aren’t significantly different, they I can tell you that you’re future looks bleak. In the latest LinkedIn Recruitment Trends Survey 2016 I was beyond frustrated with the statistic that only 35% of talent leaders in the UK believe quality of hire is the most important performance metric. THIRTY. FIVE. PER CENT. Quality of hire, and fit for the future is, in my opinion, utterly invaluable - surely it's worth more than 35%?

Employees as advocates

In a world dictated by price and product competition, your employees need to be your biggest advocates. Customers are demanding, and they’re increasingly knowledgeable. No longer do they appreciate great customer service, they have simply come to expect it. Which is why your store associates, call centre employees and web communication team all need to be the very best. Clued up companies are already realising this, helping their staff to provide seamless customer experiences through using software as a service tools and guided sales software such as Conversity’s Rippl platform, which looks to help companies connect with customers in a meaningful and memorable way, online, in store and through call centres. This omnichannel approach to creating happy customers is something businesses are really beginning to embrace – creating advocates and loyalty could be the difference between sink or swim – and your employees are directly responsible for helping you achieve those connections.

Build your brand – it’s ALL about customer experience

“Shoppers are dictating the future of retail. They’re empowered with information and options, and for the first time ever, they’re the ones calling the shots. Retailers will have to restructure their entire organisations and shopping experiences to reflect the cross-channel, circuitous way shoppers shop. Digital and physical channels will have to converge into one branded, value-added shopping journey.” ( Retail Next, 2015).

Now is the time to employ the big thinkers, the creative whose vision can help your business stand out from the rest. Think of Apple’s recruitment of Angela Ahrendts from Burberry (where she turned the company around by putting customer experience at the top of the agenda. It has never been so important to marry the virtual and the tactile to create a memorable experience. Recruit for greatness. 

The models and practices that have been taught for generations are tested in a time when customer and employee behaviors and resulting expectations are evolving without official study, strategy and systematic transformation. There is a window of opportunity to do something before the technology becomes truly disruptive.

How long is your window?

Are you responding to digital disruption / Darwinism? Do you think the right hires could make or break your business more than ever before? Are you a start-up, agile enough to take on the big businesses due to the exceptional standard of you team?

Can’t wait to hear your views.

Mark.

A psychology graduate, road cyclist and hands-on father of two, Mark Gardiner founded headhunting firm Charles Warwick to dispel all negative preconceptions about his profession, with transparency, service and value lying at the heart of both his business and his professional ethos. Connect with Mark Gardiner on LinkedIn and get involved in the lively HR, recruitment and business debates!