Jasmine Flowers July 31, 2008 
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In an article from Talent Management magazine entitled, Management-Go-Round: Developing Future Leaders, according to IBM’s “Global Human Capital Study,” 75 percent of 400 human resources executives said that building leadership talent is a significant challenge. So, in response to this challenge organizations are implementing management rotational programs to both improve retention and enhance succession planning. The benefits of programs like this at the management level are very similar to those at the associate/less experience employee level. Executives are getting comprehensive exposure to the business that enhances and accelerates their careers as well as prepares them for C-suite roles within the organization.
With the benefits of programs such as these come challenges as well. The article lists some best practices for helping to ensure effective management rotational programs.
Engage Executive Sponsors
I believe this is a best practice for any initiative to be successful within an organization. Senior leaders across all the various functions need to be educated and visibly involved in the program in order to secure buy-in. Provide a proposal that summarizes the design of the program and have a communication plan that educates and creates energy around the program.
Align Competencies And Career Development To Programs
“Ensure that the potential leadership candidates are assessed, coached, and groomed in ways that align to the organization’s leadership, business, and technical competencies as appropriate.”
Consider Program Size Duration and Frequency
o Keep each class in the program small (10-14)
o “Ensure the program is long enough to build the depth of experience needed to perform successfully as a manager (2 years)
o Keep the program manageable – avoid juggling more than two new class a year
In general I think rotational programs are great at all levels. They help to ensure more well-rounded employees as well as provide variety and challenge in the position. Organizations can focus more on promoting from within and minimize recruiting costs because talent is being developed in-house. In addition, you avoid siloed organizations because employees understand decision-making and impacts cross-functionally. All of these factors will help keep employees engaged and in my opinion positively impact retention. I would love to see organizations shift more recruiting dollars to training and development through rotational programs; it will be a huge entry level and beyond value proposition.
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Christen Uber July 16, 2008 No Comments »
Recently, while perusing ERE.net I came across an article 6 Good Metrics written by Stephen Lowisz. Lowisz’s article focuses on the evolving skills and roles recruiters are finding necessary to execute to be deemed effective in today’s recruiting arena. Complimenting these two factors, Lowisz also points out as much as the role of the recruiter has changed, so should the metrics from which their performance is measured against.
The recruiter of today has to move from being transactionally driven to relationship-driven. Recruiters are now sales professionals responsible for prospecting, building relationships, and advancing the sale. This function change requires the metrics associated with success of today’s recruiter to change as well.
Lowisz goes on to propose the 6 metrics and how they are defined from which a recruiter’s effectiveness should be graded against:
- Performance/Quality of Hire
- Manager Satisfaction
- Source of Hire
- Referral Rates
- Candidate Satisfaction
- Pipeline Development
I totally agree with Lowisz’s article and the suggestions he makes. However, I felt he missed a crucial elements that goes beyond the 6 good metrics - consistent feedback, follow-up and change. Over the last 18 months, I have been a part of Bernard Hodes’ QTrac practice where we have consulted with our clients on how to capture the Voice of their Customers at every stage of the Employer Brand Life Cycle. A few of those clients have been particularly focused on the Candidate/Applicant and New Hire Experience where the recruiting process, recruiters and hiring managers have the greatest impact. All of the clients are trying to improve the overall ROI in the beginning of their Employer Brand Life Cycle hoping these efforts increase employee engagement and retention long term. The biggest differentiator among them is what they actually do with the metrics once they have it.
Companies who improve their Employer Brand consistently do the following
- Gathering the information is supported and deemed important from Senior Management down
- The importance of participation, i.e. candidates, employees, hiring managers completing the surveys, is consistently communicated at every opportunity and through multiple company channels.
- Feedback is given to the participants (at a very high level) regarding the results and the changes they can anticipate. If an employee provides the company with their opinion but does receive feedback or see changes their drive to participate will diminish.
- Communicate the metrics to all departments or individual contributors on a regular basis so continuous quality improvement of processes or individual performance can be achieved.
- Ensure everyone who is receiving the metrics understands how to interrupt the information.
- Raises the performance expectations. Continually re-evaluate baseline performance levels and challenge the departments or individual contributors to execute their roles, responsibilities and processes at a higher standard.
Posted in Employer Branding, HR Metrics, HR Benchmarking, Recruiting, Recruiting Consulting, Sourcing No Comments »
Bradley Savoy July 9, 2008 No Comments »
If you happen to be on an American Airlines flight in the month of July, check out the Business channel and listen to an interview with me regarding employer brand analytics and Hodes QTrac. The interview is part of the America’s Innovators series that discusses the progress in business, and society at large from contributions of those who are forward thinking in business practices.
The interviews only about 4 minutes long, so take a listen while you’re on the plane. If you’re not flying this month (good for you) then here’s the link to the interview. I’m on the left hand side under the America’s Innovators section.
Posted in Human Resources Analytics No Comments »
