Posted on January 29, 2011 by Tom Casey
As part of the resarch for Talent Readiness-The Future is Now! a study of 15o CEO’s was conducted focused on the question “what do you require in the Human Capital domain to prosecute your near term business case:.
Among the Top 10 most frequently mentioned several stand out as insightful:
- Simplification-CEO’s want the processes and supporting templates to be less complex and more user friendly. The days of “11 page performance appraisals” are numbered.
- Total Rewards Reinvention-The use of stock as an exapmple needs to be revisited. Two compressors, the actual value and therefore usefulness of stock during the downturn, and more strategicly, the use of stock at all for Gen Y who do not plan their careers with protracted vesting windows.
- Leveraging Social Media-CEO’s were concerned, before the turbulence of Wiki Leaks, of the use and potential misuse of Social Networking. They want some entity, not IT!, to coordinate its strategic use, and also in a non trivial way, avoid embarassment.
- Leadership Effectiveness-They want to see innovative approaches for development limited to 2 groups, high potentials, and essential players in critical roles.
What also came through from the study was the impatience and militancy of the CEO’s regarding the level of service they perceive they have been receiving from their “supposed HR professionals”. Some rather provocoative comments and actions were surfaced during our resarch in this regard.
Tom Casey-January 28th 2011
Filed under: Demographics | Leave a Comment »
Posted on January 22, 2011 by Tom Casey
For those of us in Professional Services it is no mystery our success is driven by the quality of our relationships. If they are strong, our service offerings are more likely to be purchased. For those in the employment marketplace it is also self evident that if during one’s career, quality relationships were engendered, they are of invaluable assistance in securing the “next” position.
Relationships crave categorization for “marketing purposes.”
- A List - They know you the best, and appear to be in the best position to be of assistance
- B List - They know you and may be in a position to be of assistance
- C List - They know you, and you are uncertain as to their level of desire, or position to be of assistance
Logic would say, you really don’t spend much time on your C List. Yet a funny thing happened to me on both my consulting and personal journeys over the last year.
For context, how I leverage my C List is quarterly send an article, link, or a simple Checking In note “How are you doing?”
Three years ago in the process of setting up Discussion Partner Collaborative, I had occasion to spend time in Peru, which had been a target market of mine in a previous consultancy. I had not seen my “clients” for over a decade… clearly they were on my C List yet as I had stayed in touch, I sought them out, and secured a number of them as foundational clients for the new enterprise.
Yet this is not my point… the weird part is a former client from 16 years past, with whom the extent of my interaction for years was Check in Notes of “How is it going,” prompted a one-word response of nothing more than “Fine,” recently became my wife.
I am sure there is an interesting moral in the above… you can draw your own conclusions… but mine is… without this protracted effort maitining C List relationships, I would still be single!
Filed under: Human Resources, talent practices | Leave a Comment »