This is the last in our series of interview blogs with Dave Millner, the @HRCurator on Twitter. In some ways I feel we have left the best question to last as this is a hot topic in the UK currently. I asked Dave:
What do you think the most successful organisations should be doing to tackle the decreasing talent pool?
Watch the video now or carry on reading for a summary and some additional thoughts:
Dave acknowledged that this is a real challenge for organisations in 2016 and beyond. He framed his approach saying we need to treat employees in the same way as we treat our customers. How can our employees feel part of something exciting and inspiring, feeling connected to the organisation’s brand, resulting in them feeling motivated and wanting to perform?
He went on to outline three themes that HR Leadership could think about when building strategies to have the most appropriate talent in the business:
1) Resourcing: We need to get better at recruiting, hiring and retaining employees in a much more intelligent way than we currently do. Dave spoke about still seeing too much recruitment relying on the “gut-feel, intuitive” approach to hiring instead of using a proven process and technologies that give better results. The cost of getting hiring wrong is not only a direct recruitment additional cost but also a missed opportunity of revenue and profit generation by not having the right people in your business from the start.
2) Development: We need to ensure that our employees feel that their own learning and development is not left to them to own but it is a partnership between the organisation and the individual. This way the employee will feel connected and supported. Leaders and managers are the first line in delivering this support however the wider organisation needs to create this environment. If not, the employee ends up trying to develop themselves in isolation and can feel less engaged and therefore more of a retention risk.
3) Engagement: The key is how do we connect and engage with employees once we have hired them. We know that the value of employees that are engaged is significantly higher than those who are not. It is better to retain people who are talented and engaged rather than continuously looking to the market at a decreasing pool of appropriate candidates.
tap’d’s opinion: As always, we think that Dave Millner summarises a challenging issue in a very eloquent way. To me, everything connects up to engagement. Employee brand, the hiring experience, onboarding, development, connecting to the company’s vision, these are all part of an engagement strategy.
In fact, recently I was talking to a HRD of a top employer in the UK who had decided that going forward there was going to be no “HR Strategy”. It was an “Engagement Strategy” as every activity and interaction by HR should increase the engagement of each employee into the organisation to improve productivity and retention. It might sound like semantics, but as Dave said right at the start, we need to treat our employees like customers, and isn’t the wider “Business Strategy” aimed at engaging the end customer to win over their hearts and minds?
Maybe the truth is that the HR Division is really a business within a business with employees as customers, the Engagement/Comms team as the marketing department, HRBPs as account managers and recruiters as business development executives. Just a thought…
I hope you liked this last blog in the series. Please do give us some feedback about what you liked, didn’t like, would have liked more of. If you missed any of the previous blogs, you can catch up at our website below for the articles or watch the videos at our YouTube channel www.youtube.com/tapdsolutions. Thank you for reading this.
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