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Humanocracy

Blog Posts

Recruiting 3.0

By HCI on October 1, 2010

by Amanda Lewis

We’re now broadening the way we fill our talent pipeline with potential candidates in ways no one could have expected 10 years ago. The newest generation coming into the workforce already has an idea of who they would ideally work for, what type of company and who can “keep up” with them. If they want to learn more about you as a potential employer they can simply Google you or use a variety of online solutions like Facebook , Twitter and LinkedIn to investigate what the employment experience may be like.

That being said, what do we as recruiters need to do to fill our talent pipeline with quality candidates? Let’s start with the definition of a candidate. Traditionally it would be someone who applies for an open position and sends in a resume – Let’s turn that upside down, in this new digital age a candidate could be anyone, even someone who may recognize your name but has limited knowledge about your company– that is until they saw your Facebook page, or your Twitter feed and it seemed so interesting they started to follow it...

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Metrics That Matter Most in Today’s C-Suite

By HCI on September 28, 2010

by Hilary Roberts

CFOs and CHROs increasingly are strategic advisors playing critical roles in enabling strategy execution. Their CEO and Board face of a “New Normal” that requires integrated information gathered from across the enterprise. The pressure on CFOs and CHROs to provide them with the data to make decisions better, faster, and with less risk is immense. While the CFO has a long history steeped in analytics, many CHROs are only just moving beyond the transactional and toward the strategic, in which the ability to produce an analytical picture of overall talent supply and demand is vital.

Moving forward, these two leaders must work together to generate analytical pictures of the organization that are consistent, complimentary, and based upon the same sources of integrated information in order to help drive enterprise strategy.

What organizations are doing this? What metrics do they care about most? How are they working together to get to those numbers? What are their next practices?

Join the Human Capital Institute for this free webcast to find out.
Registration Link: http://bit.ly/aeNnvd

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Breaking All the Rules…The Tension Between Innovation and Ethics

By HCI on September 27, 2010

by Joy Kosta

Two articles in the business section of last Sunday’s New York Times got me to thinking... ”Does It Pass the Smell Test” was about the position a person is in when their leader asks them to bend or break the rules and do something unethical at work. Has the economy moved people to take extreme measures? It’s a slippery slope when you go along the first time, for example because you are a new hire learning the ropes , and when more experienced talent asserts themselves to do the right thing, the article points out, they may be passed over for promotion. Leaders can avoid this dilemma and set an ethical tone with behavioral standards.

On the other hand, sometimes innovation requires such out of the box thinking it breaks the rules by definition. The article, ”Turning Customers Into Creators” takes co-creating vision outside the realm of talent management and involves customers in designing new services and products. Collaborative leadership encourages innovating with customers. As a leader how do you keep track of innovation from your customers? And when customers ask for new types of...

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Talent Management Arrives in the Station

By HCI on September 16, 2010

by Ron Thomas

In my home office the other day, I was looking for something and opened a drawer in my desk and came across some old electronics. There looking up at me was a CD player, Dell MP3 player and a mini CD player. It brought back memories of how each one of these items were state of the art at their given time. Now, as I looked over my stash of relics, I thought of how what is state of the art at one time are now just remnants of the past. Think VHS movies, cassettes and, God forbid, the 8-track tape. Over time everything evolves from the processes and strategies that were once cutting edge.

The current recession has wreaked havoc on businesses’ ability to survive. In turn, a shift in marketing, growth and overall strategic plans has occurred. Prior to the recession, few companies had what could be labeled as a true talent management program in the first place. Sure, they might have had a leadership development plan: a few courses here and there. Maybe it was designed based on best practices, which were state of the art...

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What we all can learn from top women leaders

By HCI on September 9, 2010

by Joy Kosta

Three decades ago I took a mini-survey on managerial style in Cosmopolitan magazine (which I read back in my 20’s) that said my managerial style at the time was more “male” than “female”-- not surprising, I remembered thinking, because the leader “role models” I worked with were male. Times have changed; with major shifts in workforce demographics, for the first time women make up the majority of the US workforce. And while women head up fewer than 3% of the Fortune 1,000 companies, Hay Group found that the lower you go down the organizational ranks, the better the situation gets. And we’ve all learned a lot. Mary Fontaine, global head of Hay Group's leadership and talent practice, in an interview with Business Week , said, "…outstanding women [leaders] use a better blend of what we think of as traditional masculine styles—being directive, authoritative, and leading by example and as well as feminine ones… to be more nurturing, inclusive, and collaborative." Sharon Allen, chairperson of Deloitte since 2003, has been with her company more than thirty years and earned her way up— find out what she has to say...

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