Life is short .... Understand your organization's Talent requirement pulse.

This article is inspired by a very interesting quote I read in the comments section of a conversation revolving around hiring of a senior sales person, which has been going on for a year:

"Either the person works at NASA or is not born yet".

As regular shoppers we usually set out to buy a product that results in a clear outcome or desired end state from that purchase, usually happiness or satisfaction of money well spent. Once the need to buy arises, the search for the ideal product begins. And a logical buyer would certainly scan the market, evaluate different alternatives; some products would have less features, some would have a higher price, or even add on features; so, evaluating alternatives will simplify the process and bring in clarity in what we want to buy.

Usually, in the middle of this whole process when the product features versus the pricing and paying capacity, payment terms all factors are taken into consideration, the purchase is made.

But when a buyer knows he or she wants to buy “something” but undecided about what to buy, or unsure about what they want to achieve with buying that product, they tend to go in all directions window shopping in that market and return home empty handed; after several futile efforts.

“I need a qualified chartered accountant, with a 3-year all-round experience, they should have completed their articles from one of the big 4 firms, be hands on with all the sub-functions within Finance; someone who can work well with our accounts consultant”.

 I jotted down my notes as I looked up from my glasses at the business owner, who sat in his classy, oak paneled and wooden floored office, the faint smell of new leather in the air.

The search begins; after a pool of almost 60 applicants; numerous telephone calls and face to face meetings later only six make it to the final round; our assessment being very clearly on, apart from the must haves; positive attitude, ability to take on challenges, and potential. Very excited with our recent find, we set up a meeting with the client company, and sit down to discuss each candidate. With discussion on each candidate progressing, the expression turns from anticipation to dismay; “no these are not right profiles; they are not relevant. We want to see more profiles.

“What is not relevant? Could you please elaborate?” we asked. But to our surprise, the same answer followed “Don’t ask for specifics; they just are not the right fit”.

And so, the search began again…. After this episode repeating 3 times truly made us wonder; where we had gone wrong, or had we? After having spent hours and hours evaluating candidates, boiling down to the right skills mix of the capabilities matured enough to perform the job at hand, along with the potential to take on leadership roles for the future and we had found the right candidates for the business. Where had we gone wrong? or had we?

Where was the gap? Was the organization certain about what they wanted to get, in terms of Talent? Did the hiring managers really know what they were looking for? Were the organization and the hiring managers on the same page?

Coming back to the buying decision; did they have a desired end state in mind? Did they know what they were looking for, and what benefit that person will bring to the present and future of the organization?

The Dynamic Organization

Businesses of today operate in a far more dynamic, fluid and fast paced environment in comparison to the yester years. Technological advances have made the world a smaller pace, so much so businesses are under pressure to out perform others. Certainly, with this thought in mind, while businesses may focus on investing in new technology, state of the art machinery and processes, they need to focus on getting to know themselves better also. What do we want to do as an organization? When it comes to hiring the talent, do organizations really know what they are looking for?

Let's further explore the situation.

The Hiring Organization

What the CEO’s want

Simple, for them cash is king, and business profitability is paramount. Of course, leadership gives a direction to what the organization wants, but it is the line managers and HR who have to understand, and execute that; of course part of it means seeking clarity from the Leadership team.

The role of the hiring manager

Volatile business environment calls for organizations to be more responsive to their customer needs. This means organizations have to view themselves as fluid, flexible entities operating in a dynamic environment.

When a person leaves an organization, the vacancy should logically be filled as soon as possible. The hiring managers in their haste to fill the position write a panic-stricken email to the HR Department to fill the position. What organizations need to think when a person leaves an organization, is that job really big enough for another whole body. Can the responsibilities be split between existing resources?

With pleas and fears of business discontinuity, the HR department sets off on a journey to fill the position. Bless the presence of recruitment agencies, who are there to provide an ample supply of ready searched talent. Perhaps organizations need to realize that organization structures may be viewed as fluid and not cast in stone. Organizations operating in fluid environments have to be flexible and dynamic from within also; while also making sure that people capability is utilized to its fullest extent.

An Organizational chart signed off in 2011, will not necessarily be applicable in 2016; why because the organizational chart signed off in 2011 was suited to the business and talent needs for that moment in time.

The role of HR

Within the hiring organization, is HR aligned with the hiring needs of the organization? Rightly so, HR is supposed to know (after the line manager) where the organizational capabilities lie and how well they can be utilized, they should be challenging line managers. Are HR managers connected to the business and fully attuned to the business needs?

The main aim of HR is to fully utilize its organizational capabilities, and resources, and cost efficiencies occur as a result. Software, hardware, assets can be replaced, but not capabilities.

Valuing people for their skills, and abilities and rightly utilizing them, can lead to profound benefits for an organization, and a happy workforce.

What is the Market Producing?

With more than 70% of our businesses being local entrepreneurs, what we as these businesses must realize that we ARE the market. The talent residing within the neighboring organizations IS the job market.

Are we rotating people within our sub functions, building capabilities, or our focus is on getting results/earning profits? Results through routine run of the mill work; may be ok to get results, but what benefit does that give to people?

Are we working towards building talent for the future?

The Solution: Linking Talent with Business growth

A lot can be achieved by linking talent needs with business growth.

Very simply, the type of talent the business should have within the business is correlated to the future business growth. This refers to the capabilities required to perform the roles of tomorrow; that the organization must build; specially when it comes to alignment with business growth/diversification or investment in new processes and technologies.

It would certainly help organizations if they consider Talent Discussion as mandatory part of the Board Agenda, aligned with strategic discussions.

This would help organizations to keep an eye on the job market, identify and retain key/critical talent and consider generating custom talent building programmes within the organization.