Talent Pipeline: Is It Really Working?

In my experience, there are countless ways to tackle the challenges of the talent pipeline. I’ve seen numerous HR activities and campaigns, and I've received training and certifications on the pipeline.

But here’s the honest truth: while HR plays a significant role, the real responsibility for establishing and maintaining a strong talent pipeline falls squarely on the shoulders of the People Manager.

I’ve often heard phrases like, “We’re struggling to recruit,” or “There aren’t enough qualified candidates out there.” It’s crucial to understand that, as a People Manager, it’s your responsibility to build and nurture a strong pipeline.

People managers often struggle to create a strong talent pipeline for several reasons:

Lack of Time and Resources

• Time Constraints: Many people managers are overwhelmed with day-to-day responsibilities, leaving little time to focus on long-term talent development.
• Limited Resources: Without dedicated resources or support from HR, it can be challenging to invest in activities that build a talent pipeline, such as networking, mentoring, and community engagement.

Reactive Rather Than Proactive Approach

• Focus on Immediate Needs: Often, people managers are more focused on filling immediate vacancies rather than thinking ahead to future needs. This reactive approach can lead to last-minute scrambles when positions open up.
• Short-Term Mindset: A lack of strategic planning for talent acquisition and development can result in a weak pipeline.

Insufficient Training and Knowledge

• Lack of Expertise: Not all people managers have been trained in talent management, making it difficult for them to effectively build and sustain a pipeline.
• Overreliance on HR: Some managers may mistakenly believe that talent pipeline development is solely the responsibility of HR, leading to a hands-off approach.

Inadequate Networking and External Relationships

• Limited External Engagement: People managers who don’t actively engage with external networks, such as universities, professional groups, or community organizations, may miss out on opportunities to attract emerging talent.

My Experience Building a Talent Pipeline:

This is not an easy problem to tackle. Over the past 15 years, I’ve developed strategies and habits that help me address the challenges of the talent pipeline. The strategies I’ve found to be highly effective are rooted in micro habits and long-term thinking:

1?? Community Engagement: I dedicate one hour each month to speak at schools about our work, aiming to inspire the next generation of professionals.

2?? University Partnerships: I collaborate with diverse universities, offering real-world assignments to help students bridge the gap between education and the job market.

3?? Mentorship: Through platforms like ADPList, I coach both seasoned and new designers, guiding them as they navigate their career paths.

4?? Support for Colleagues: I assist former colleagues in navigating the job market, providing opportunities to collaborate and stay connected.

5?? Career Development: I’ve authored a book on career development, which I use daily to guide others in their career progression and help them gain traction.

6?? Engaging in Talks: Staying active and relevant in my network, I participate in talks to both share knowledge and attract top talent. like Y Oslo in 2024.

These hands-on, community-focused strategies are crucial for people leaders to be successful. However, the real challenge now isn’t just maintaining the talent pipeline, but managing the overwhelming number of candidates. My recruiting rounds are long and very fruitful, reflecting the effectiveness of these approaches.

#Leadership #CareerDevelopment #TalentManagement #Mentorship #CommunityEngagement