One Little Problem That Confronts You

We all need to have a good sense of humor to navigate today’s environment. However, it’s no laughing matter especially when it comes to the rewards we expect to receive in the careers we spend a life time creating! I call it “Psychic Income.” This article represents my lifetime career (over 75K hours) of thinking on a very critical subject that impacts us all … how we experience our “individual impact” on the companies and teams we build and how we can truly bring about greater meaning to those efforts- wherein actions meet words. Every generation seeks this … the question is …. will each successive generation leave feeling less than satisfied? Are there meaningful answers to be had? I truly believe you will find yourself thinking more about the possibilities thru the course of this article. We have innately led people thru this. 

As you look across the recruiting landscape and think about how to attract and retain your talent base, whether you are an Executive, or in charge of building a Talent Center of Excellence inside either a startup or perhaps the world’s most recognized brand, what is the biggest Risk you face today - truly?

• Hiring decisions for critical roles that do not pan out impacting your company’s current competitive position?
• The value of your time, lost on those who have elected to leave the company?
• Being at the mercy of a dwindling supply of high-performing talent (possibly your leaders of tomorrow) and the rising costs associated?
• Unfilled roles leading to an overworked talent base fostering greater turnover?
• An employment brand that does not stand out in the eyes of the talent marketplace and/or has a less than favorable market perception?
• Lost opportunities to respond to and better serve your customer base due to lack of available resources?
• Standing still due to maintaining the status quo and not disrupting it?

An argument can certainly be made for all of the above. Each of course, ultimately ends in finger pointing. However, when you cut through the chatter, you invariably end up at the following common denominator for every point we’ve outlined. It is by far the most glaring problem facing corporations today, if they are truly serious about retaining their talent base, and that problem is… their continuous need to focus on ‘Skillsets’ as the primary driver in the search process when it comes to identifying, interviewing and hiring talent. It is the starting and ending point for every search… and therein lies the problem.

The fact is, for most companies (whether acknowledged or not) skillsets are the qualifying or disqualifying factor for every search, and it is the mental approach most of your team have learned and become accustomed to. However, in hindsight, you will find these actual skillsets to be the reasons as to why a candidate does not truly meet expectations. I will discuss this more in-depth later on, but I have to ask, if there is a disconnect where does the responsibility lie? With the candidate or, the company? The ramifications are far reaching for both the corporation and the talent base you’d prefer to hold on to.

I encourage you to read on if you’d truly like to visit some potential meaningful answers. As Hiring Leaders, Human Resources, Talent Acquisition professionals, I genuinely believe (deep down) we all want the best for ourselves, our teams and the corporation we represent. Can we make the time to get it right or can we afford not to might be the operating question?

How is it that skillsets have become the predominant methodology for the search process? We fully understand this is the easiest way to qualify in/out talent, a true product of industrial age thinking when attempting to fill roles, but where are its core roots? Its origins are actually found through the centuries, but most notably in the industrial age revolution. How did one go hire talent in that day and age? Believe it or not, Leonardo da Vinci wrote the first professional resume in 1482, however, it wasn’t until between 1930 and 1960 where resumes went from being on scraps of paper, to being an expected part of the hiring process. They were obviously created in order to justify a candidate’s abilities to hold a role and provide proof in a manner of speaking as to the level of their experience and capabilities (skillsets). But enough of the history lesson.

As with everything, over time improvements were sought. In the 1980s, VHS portfolios were used by some in addition to their resume in an attempt to connect and present something of themselves beyond what simply appeared on paper. Then came along the emergence of software and eventually the digital age. Even still, something was missing, perhaps a more effective way to evaluate talent. Enter the Myers Briggs of the world. A need existed, and I believe still does, to better understand the person sitting in front of you and their ability to fit into your company. When you think about testing programs, I would be curious to know if they have given you the peace of mind you were seeking? Maybe a better understanding of an individual’s communication or management style? Do they help you understand a candidate’s cultural fit or, do they simply confirm what you already know at some level? The challenge is that this continues to be a moving target as your talent base and company evolves. Lastly and arguably, do they/have they, led to disruptive recruiting efforts that have been able to differentiate you in the market?

What is the problem that a focus on skillsets has created? You name it. Its reach is all encompassing and sets in motion a vision for how you see and think about talent for your organization. Some starting places include:

• A disenchanted and disengaged workforce. It’s quite possible, because people in your organization prefer not to be pigeon-holed into roles defined by boundaries. They seek to spread their wings – to achieve more. 
• Your talent base feels less valued. The skillsets that one embodies are replaceable – they’re simply buzz words and a forgone conclusion when attempting to identify talent. The focus should shift to who will benefit my team – challenge status quo, push the bar and so on. Skillsets are more or less are a dime a dozen, so instead, Go find me someone who thinks this way – trust me, it’s a whole different search process. 
• Disconnection. Where, as a candidate, do I sit within the organization? Qualifying individuals by skillset does not place them in the best position to help you and the organization excel. The mind goes to – “Am I only seen as a function inside the larger mother ship or someone helping to help successfully steer the mother ship by just doing my part?”    
• A lack of motivation to innovate. Skillsets focus on Specialization. Only stay in your lane thinking. Don’t go beyond the boundaries, and that’s an unfortunate and wasteful place to be.
• Status quo thinking. That’s the way it’s always been done is a defeatist mentality. Does it encourage taking risks or does it encourage non failure at all costs?

Is AI continuing this line of thinking? 

Let’s take a look at AI for a minute and its influence. A fair question to ask: Is AI a fad? Yes, I already see the nodding heads - of course it isn’t. But, is AI new? Actually no, it simply has been branded as such. Frankly, it’s an aspect of what we have incorporated into our process (real-time analytics) for over 25 years at a very simple level. We see AI simply as an evolution – another lever to maybe make us better understand new possibilities for considering talent by looking at what the data points to - nothing more and nothing less. The challenge is: truly understanding what it points to. That requires a human touch.

I recall talking to a leader about a year ago about RPA (Robotics Process Automation) which is simply the evolution of BPA (Business Process Automation). This leader was quick to point out rooms around the world where the process of automation is simply back work office performed hands-on by teams. The question is: How much can truly be automated and at what cost/risk? Speaking of RPA, I might argue that C-Level/Founder leadership from Automation Anywhere have it more correct when they state their mission: To build bots that work WITH humans to let humans perform more meaningful parts of their jobs OR “letting humans be humans with RPA.” Well said!

=> The Holy Grail: Understanding the Mindset of your professionals. Knowing their “Individual Impact”.

For a while many of you have seen me discuss the knowledge-based economy. Why am I so keen on this broader idea? I believe it affords us the opportunity to move the above pendulum to Mindset - a candidate’s future value proposition.  In a knowledge economy, a significant part of a company's value may consist of intangible assets such as the value of its workers' knowledge or intellectual capital. In this environment, "human capital," serves as a productive asset or business product. 

What is the net effect? What do we hope to discover for ourselves in a knowledge-based economy? Simply stated- Alot. This article would never end if I shared it all.

Think on the following for a minute: Mindsets you can connect with – skillsets you can’t. Connecting with the way we think and not with the learned tools at our disposal, is the key to not only collaboration and unity of thought, but monumental progress.

What shifts would we look for in a knowledge-based economy? The right quadrant drives the leaders we talk with on a consistent basis. This is ONLY a starting point for a very worthwhile discussion everyone (especially leadership) should be thinking about. What would you also add?

I truthfully believe many of us seek the right-hand column in our work as it represents the ability to more powerfully engage and experience the “individual impact” we each make …Isn’t that exactly what every generation seeks?

Paroma Sen and Dean Meyer have it right when they shared: Paroma: "Viewing the world differently, and using imagination with nurture to find new solutions to business problems - that’s the only way to move forward." and Dean: "I have wondered for years what end-goal would be worthy of my efforts. What is my full potential? Because, that is what we do, right?

Does this work? Yes. In fact, it may be easier done then said. It comes down to perspective and real application to your talent base in your everyday world. The best make the choice to act upon this naturally. Carolyn Homberger exemplifies this belief when she shared: "There's "Renegade" in everyone ... it's just a matter of creating the right environment to find it!" The right quadrant clearly describes a typical start-up environment. However, we have helped apply the above inside of global conglomerates seeking meaningful transformation. The key– engagement at the highest levels of the company.

So, what does this all mean? I start with – we CAN (must) make the choice to learn from the past – but not operate in it. It means the market has evolved, and you have to evolve with it. If I asked you to “find me someone who thinks - this way.” How would you approach your search? DO THAT. It calls upon a heightened level of EQ, an eye for the current landscape and an understanding as to the language that is being used by a global community that serves as your pool of talent.

Is this easy? After 28 years of application I can honestly say no. If it were, global organizations wouldn’t turn to us in the first place. Why do they? Well… I actually just told you. Recruiting skillsets leads to valuable time lost, a short list of candidates who are missing “that something,” and risks that most companies simply can’t afford or unwilling to take.

If this article has made you sit back and think at all, then perhaps we should talk personally about how we can help take your efforts to another level. There’s no risk of having a conversation, but there is risk in maintaining the status quo while others pass you by. We can help you to see and know how to make a real difference.

About Steve Diedrick...

Steve is the founder of Redmond, a global executive search firm whose clients include world renowned brands and start-ups that are shaping tomorrow's world. As a highly respected authority and pioneer in the field of human capital with close to three decades in the space, his progressive ideas on search-excellence reflect a profound understanding/passion for the global economy and the ever-evolving mindset of the unique talent that propels companies forward. He has personally reached out to more than 100,000 professionals and interviewed over 35,000 potential candidates throughout his career. His personal drive, perspective, discipline and focus is a culmination of his life experience living abroad and the 27 years spent mastering the Martial Art of Qi Gong. His Mantra: There is nothing like direct experience that takes you from knowledge - to knowing.

Email me at: [email protected] or Text me at: 947.222.9200 and let's discuss how Redmond can help you.

? Redmond Research, Inc. 2020