Successful companies go through painstaking efforts to develop and market a specific brand to draw loyal customers. When you think of brands such as Volvo and Starbucks, specific brand images likely come to your mind of safety and convenient quality. Companies are now finding that brand differentiation is more than a unique product line and the ability to effectively market that product line – the brand difference is their people.
So, how do organizations create talent brands? First, define clearly what sets your most successful people apart in how they achieve business objectives and then replicate and reinforce that brand in each of your talent management practices. Competency modeling is a convenient process that enables organizations to establish their unique people brand by defining and socializing performance expectations — capturing and communicating the aspects of a job that uniquely define success. An organization can use these targets to select and develop the talent to best suit their business needs.
Read: Competency-based Talent Management – Creating a Unique Talent Brand
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Feedback from peers and supervisors can be a very useful tool for maintaining open lines of communication and supporting employee development. At all levels in an organization, providing candid information to a fellow co-worker, direct report, and even upward to a supervisor regarding task accomplishments, issues in execution, contributions in staff meetings, etc. can generate greater developmental awareness, raise the level of employee performance, and ultimately create a culture where open communication thrives. Effective feedback can be a difference maker when occurring in well-executed sessions to address key concerns that occur in daily work as well as during performance reviews.
Read: The Use of One-on-One Feedback in Job Communication and Employee Development
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Aug 23-24, 2010 | Dallas, Texas
This 2 day workshop certifies you to use our Assess Expert System and Strategic Success Modeling process to deliver competency-based selection and development solutions in organizations.
Visionary business strategies require best-practice talent management to carry them out. Natural ability, experience, knowledge, training, practice, opportunities, feedback—all are critical factors for an optimized talent pool. Yet few organizations work them into an ongoing, effective cycle that identifies and hones essential talent for maximum results. A unified approach to talent management involves defining success, hiring for the right combination of innate and learned capabilities, developing strengths and improving weak areas, and leveraging feedback and accountability.
Read: Assess Competency Certification
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A Look at Real-life Data from a Large Retailer
Businesses today view unproctored internet-based assessment as a promising, cost-effective methodology for efficiently screening applicants due to the widespread availability of technology and Internet access for job applicants. However, there are many concerns with moving assessment administration from a proctored, controlled setting to an unproctored setting. These include issues of privacy, test security, comparability of testing environments, and authentication of respondents, to name a few.
Read: Unproctored Internet Assessment
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Tying Training and Development to Competitive Strategy
Every organization has a specialized value chain consisting of unique activities that make products and services beneficial to customers. Knowledge of the value chain and its accompanying strengths and deficits is essential. The process of gaining such knowledge is known as value chain analysis, a concept popularized by competitive strategy guru Michael Porter. Value chain analysis is a powerful tool for business leaders, particularly those who oversee training and development (T&D).
Read: Best Practices in Training and Development
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Sipping from the Firehose: How to efficiently and effectively find the right candidate in an ever-growing pool of applicants
We all know that in the current economic downturn most companies have slowed or even halted hiring. However, the number of applicants is growing at an exponential rate fueled by the current surge in unemployment as well as the entry of new workers into the labor pool. In economic terms our supply of potential candidates is far exceeding current demand. Sounds like a good place to be, right? In some ways, yes, because it is a buyer’s market. However, in other ways this deluge of applicants creates new challenges.
Read: Efficiently & Effectively Find the Right Candidate
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People issues come rapidly to the forefront in a down economy. How do you keep employees thinking forward and moving forward? No one has all the answers, but there is a silver lining to this cloud!
After grieving the present situation, it’s important to take a deep breath and a positive stance, then examine the big picture. Surprisingly, there are hidden opportunities to seize. In addition, identifying any talent risks you face puts you in a good position to address them early in the game. Taking strategic action can give you a degree of control that’s very practical. So let’s begin with a few ideas that will help you put things in motion.
Read: Talent in Tough Times: Opportunities, Risks and Strategic Actions
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(by Steve Hardesty, Ph.D.)
Today, layoffs are mounting at a frightening pace. Normally, I hear about unemployment as a statistic: Only 5% or 6% last year, maybe going as high as 9% or even to double digits in 2009. These are scary figures for the economy, but unless you are part of that statistic, less personally frightening. This time around, I know several great people who have been laid off. These are real people, with real careers, real families, and real hopes and dreams. They are not culls from a bloated workforce. They are talented, hardworking, ethical, dedicated, experienced professionals.
Read: Developing Talent in a Time of Layoffs
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The increased use of job boards, online applications and automated applicant-tracking systems has made employee screening like trying to sip water from Niagara Falls. Finding gems of talent amidst a flood of applications can be a monumental challenge.
Assessments solve this Information-Age problem by quickly identifying top talent and providing a priority ranking of the entire candidate pool. Assessments supply the efficiency, cost-effectiveness, professionalism and insight that are critical for employee screening.
Read: Assessments Relieve High-Volume Screening Pressures
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The basic concept of succession planning is nothing new. Throughout history, every organization in the world has engaged in some type of planning for future talent needs, either actively or passively. Every entity who needs people to operate must replace people when they are gone. We see this in our daily lives and in the media — it was well-known that Jay Leno was to be the successor for Johnny Carson and then Conan O’Brian was to fill Jay’s shoes. We all know how that story ends. Whether a company pays attention to it or not, the succession of people is often the difference in an organization’s sustainable success.
Read: Succession Planning: Four Imperatives for Success
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As an HR-XML Certified provider, our software systems conform to the standards of the HR-XML consortium for exchange of HR-related data. This allows our assessment systems to integrate seamlessly with other conforming HR software, such as HRIS, applicant tracking systems (ATS), and Recruitment Process Outsourcers (RPO).
Tags: Competency Models, Define Success, Hiring Decision, Talent Management
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