Often times the emphasis in talent acquisition is tenure as evidenced by experience. This ensures that new hires simply come with entrenched mindsets and rigid workstyles to the new organisation. A shift from tenure to talent i.e. what can the potential new employee really offer? Even though it is a cliche, 'thinking outside the box' is easier when our work styles and attitudes to situations have not been 'hardened' by tenure, making adaptability more difficult. Suggest that in the bid to entrench adaptable organisations, talent acquisition processes should focus on assessments that reveal the true value of potential talent, and focus less on the belief that experience (aka tenure) implies success.
Hi Uduma - thanks for sharing this mini-hack. I like this.
This phrase in particularly caught my attention and got me thinking: "entrenched mindsets".
I think you're on to something here that goes beyond 'talent acquisition' and the recruitment phase. It implies that when organizations bring a new hire on-board as well as inducting them they also need to change their mindset (if that's possible) and off-board them from their previous work experiences.
I wonder if organizations do this today? If so, what should you 'off-board' and what should you retain?
Interesting, thanks again for sharing!
KeithG
- Log in to post comments
Thanks for sharing this mini-hack, Uduma. I love where this is going... would love to get your thoughts on how assessments should be re-engineered to "reveal the true value of potential talent," as you say. What would practically need to change from traditional processes (e.g., should there be greater emphasis on exercises and simulations vs. resume review? more emphasis on gaining multiple perspective from peers and other stakeholders)?
thanks
Michele
- Log in to post comments
Thanks Michele. Traditional processes focusing on tenure (experience) places emphasis on resume reviews and 'achievements'. I suggest we move from these because no two organisational contexts are entirely the same, hence recipe for success from one does not translate to success in another...even with the same job title. I suggest a holistic approach; simulations & exercises mimicking the actual/ expected role and a requirement to assess/ discuss achievements in personal life (voluntary work, charities etc) that exhibits required competencies. In my experience, people tend to 'fake' themselves in the workplace, after all they are there for the pay check. The true substance/ talent of the individual is demonstrated either in churches, mosques or other places of religious worship; and in charities or other voluntary work they are engaged in. The challenge is to design an assessment/ framework to capture this. Also, we can incorporate a multi-rater feedback e.g. former/ current peers, subordinates etc.
- Log in to post comments
We should shift from the emphasis on experience (tenure) to the true value (talent) that the potential hire will add to the organisation. This is the one way we can ensure adaptability in HR and people management.
- Log in to post comments
You need to register in order to submit a comment.