To ensure success in your business, the solidity of current and future employees needs to be strong. According to our friends at Social Hire, many businesses wait for employees to quit before searching for replacements. This reactive process sets them behind on finding the best talent for their newly vacant positions. These 5 tips will assist in defining, attracting and developing the proper talent to avoid that.
To build an effective and proactive talent pipeline, it’s essential that recruiters understand their company’s strategic direction both in terms of current needs and plans for growth. Before building a sourcing and recruiting plan, it’s important to understand which roles are critical to reaching your business goals. Take time to map out where your hiring needs are and where you expect them to go to gain visibility for any future growth and expansion plans or planned projects. Analyzing both the future needs of your business and the key roles that will aid in reaching these goals will help you prioritize where to focus your hiring efforts.
This step focuses on creating an employer brand to help potential candidates choose you as a target employer. With regards to employer brand, one important thing to note is the drive and motivation of the talent coming in. Ever hear the phrase “too much of a good thing can be bad?” It relates to employer brand because sometimes having a great employer brand can attract talent that is interested in your culture, but not the work you do. With a great employer brand comes the need to make sure the talent you’re attracting actually fits the scope of your work and your firm’s needs.
There are many simple, customizable assessment instruments that can supplement management’s judgments with quantitative data regarding a leader’s performance and values. Multi-rater approaches are the most valid and help to overcome resistance by the person being rated. Quantitative data helps you validate nominations to your high potential pool. For example, a “micro-manager” may be very successful when working with subordinates; however, in a peer group of other managers, the peers may rebel against the micro-managers style. Do not compromise your standards when you are identifying future leaders for your company or hiring frontline employees for that matter.
Train and Develop
Building your talent model pipeline isn’t just about finding the right people — it’s about the ongoing development of your teams to put them in the best position for success. After you’ve identified assessment criteria, you can build a dedicated program that will address any skill gaps and provide ongoing training opportunities for development. This could include internal and external coaching, cross-functional experiences and internal assignment opportunities both nationally and globally.
Finally, you must evaluate the effectiveness of your talent pipeline model and identify future areas of development. Set KPIs for different areas and monitor outcomes to measure success. It’s important to note some KPI’s are based on metrics while others are based on soft skills. Show the effectiveness of your employer brand can be measured by the interest you receive for available positions, while development programs can be measured by employee turnover rates. Review your outcomes on a regular basis. We recommend at least every six months, but adjust the timing to fit the needs of the business.
Original article here.
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