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Friday, October 11 2013

“Industry Experience Required” Is a Mindset We Need to Get Out Of

experience-required

“Industry experience required. Industry experience preferred.”

When I see these type of requirements listed in a job ad, they cause my eyes to glaze over.

I have had friends call and ask, “do you think I should apply if it says this?” My response is that clicking submit only takes a few seconds.

But maybe, there is a SMART recruiter out there who will ignore that ridiculous screening requirement and will instead look for talented people from other industries.

A sign that you just don’t get the “talent thing”

In searching for talent, we all have our own view on how to evaluate. What I may see you may not see, and vice versa. And, I believe in the concept of leaving no stone unturned in the constant search for talented people.

However, when we put restrictions on who we are interested in, or will only look at someone who is or has been in a certain industry, we are showing just how we really do not get the talent thing.

Every time you allow your company to throw up that talent filter, you are saying that you are not innovative and that you simply do not want new ideas.

What data have you used to make the assumption that if you were in a certain industry you would be successful in this job? Can you prove, beyond a reasonable doubt, that the only people who will be successful in this role are people coming from there? If you have that metric and it works for you, so be it.

However, smart companies today should look for transferable skills and not get too concerned about the industry experience. That is so Recruiting 1.0.

Innovation comes from a new mindset

My background is publishing, media and the entertainment business. Today, my industry is military aircraft maintenance.

Now, tell me the connection between these industries. In the end, it is still HR and my skills are transferable. In fact, my successes in the U.S. were easily rolled over to the new culture.

My views on HR are probably 180 degrees different from the HR professional here in this country (Saudi Arabia). However, this company was smart enough to look outside of their industry for someone to lead the HR function, whether it was me or someone else.

This past week I came across an article at MAD [MediaPost Agency Daily], titled Agencies Need to Tap a Broader Talent Pool which was written by Will Campbell, CEO of Quantasy. His article spoke about the “seismic shift” the agency world has gone through. He went on to describe how successful firms are rethinking their approach to talent by “reimagining their positions.”

Using their non-conventional staffing model, Quantasy went outside of the industry and hired successful people who had NO previous ad agency experience — an award-winning music executive, a web entrepreneur, a screenwriter, and even a blogger, to work on their many projects.

If you are involved in HR, or for that matter are just interested in how to take your company to the “next level,” this article is a must read.

Changing the narrative of your personal brand

Talent is scarce today and it will continue getting scarcer. Just by opening up your talent requirements to various skills sets, and not just specific industry experience, expands an organization’s talent capabilities.

In a lot of cases, hiring managers are the hard liners when it comes to this outdated concept. They feel that the only ones that can do their business is someone who has already been in their business.

I worked for a lot of years in publishing, where editors had the strategic roles within. That may still be the case for some that are holding on, but the new big thing is to look past industry experience for digital professionals where ever they may be.

As a matter of fact, I often tell my former publishing colleagues to change the narrative of their personal brand from “publishing experience” and instead express a varied background with digital leading the charge and publishing coming up in the rear.

In our role of being innovative HR practitioners, this same concept can be applied to us in our own development. Are we only reading HR bloggers and HR websites? If so, you are caught up in a loop like the old vinyl records that keep skipping and repeating the same songs over and over again.

Going beyond our own sphere

Stretch your development by reading about other professions. I found this article about Quantasy because I’m a big fan of marketing and advertising periodicals, their blogs, etc. My reading list also includes articles from Psychology Today, CFO, CEO.com, CMO.com and Advertising Age, to name just a few.

I want to stay abreast of all the thinking within the organization, not just my own profession. I want to know what all the others are doing to deal with disruption in their respective professions.

Our thinking has to go beyond our own sphere. We can’t allow our organization to get stuck in the one-industy corral.

If we want to be the captain of our organization’s human capital, we to need to move beyond a locked-in mindset. We can’t afford to focus just on our own industry, whether it is hiring or our own self-development. Read about it from a different vantage point and you just may learn something and gain some new ideas.

Hire from a different vantage point and the sunrise of innovation just may come up over your horizon.

Ron Thomas is a Chief Human Resource & Administrative Officer currently based in Riyadh, Saudi Arabia. He formerly was Director, Talent and Human Resources Solutions at Buck Consultants (a Xerox Company) and is certified by the Human Capital Institute as a Master Human Capital Strategist (MHCS) and Strategic Workforce Planner (SWP). He's also worked in senior HR roles with Martha Stewart Living and IBM. Ron serves on the Harvard Business Review Advisory Council, McKinsey Quarterly Executive Online Panel, and HCI's Expert Advisory Council on Talent Management Strategy. He also serves as a Faculty Partner and Executive Facilitator at the Human Capital Institute. He has received the Outstanding Leadership Award for Global HR Excellence by the World Human Resource Development Congress in Mumbai

Posted by: Su P AT 04:20 pm   |  Permalink   |  0 Comments  |  Email
Saturday, October 05 2013

What Top Companies Know: The 5 Basic Rules of Happy Employees

by http://1.gravatar.com/avatar/f424a0808e41854fe9c8e967eb5232f5?s=20&d=http%3A%2F%2F1.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D20&r=GDerek Irvine on Jan 11, 2013, 6:55 AM  

 

My timing seems to be a bit off.

Yesterday, I wrote about 4 Ways to a Happier and More Engaged Workforce, and then Fast Company  comes out with an article on just that – Secrets of America’s Happiest Companies.

Looking at organizations including Pfizer, NASA, Philips, and Adecco and further drawing on research from the Stanford Graduate School of Business and Globoforce, the article boils down these5 rules of happy employees:

  1. Happy employees don’t stay in one role for too long. Movement and the perception of improvement create satisfaction. Status quo, on the other hand, creates burnout.
  2. There is a strong correlation between happiness and meaning; having a meaningful impact on the world around you is actually a better predictor of happiness than many other things you think will make you happy.
  3. A workplace is far likelier to be a happy place when policies are in place to ensure that people regularly get acknowledgement and praise for a job well done.
  4. Recognize that employees are people first, workers second, and create policies that focus on their well-being as individuals.
  5. Emphasize work/life integration, not necessarily “balance.”

Need that in even simpler terms? If you want to create a company culture and workplace in which employees want to engage because they’re happier for doing so:

  1. Offer challenges;
  2. Spotlight the deeper meaning in the work;
  3. Recognize people;
  4. Remember employees are human, not robots;
  5. Make space for employees’ lives.

These individual steps are fairly simple. It may even be easy to implement them with specific managers or in specific groups. But changing the culture of an organization such that all employees, at every level, are on board – well, that’s a bit of different challenge.

You certainly won’t solve that challenge with yet another local initiative or program owned by HR. You must create a culture that is owned by every employee. And the most solid culture to build that can feed all of these elements is a true culture of recognition.

What would you add to the list of rules for happy employees?

You can find more from Derek Irvine on his Recognize This! blog.

Derek Irvine is Vice President, Client Strategy & Consulting Service at Globoforce, a global provider of strategic employee recognition and reward programs. In his role as a thought leader for employee recognition at Globoforce, Derek helps clients set a higher ambition for global, strategic employee recognition, leading consultative workshops and strategy setting meetings with such organizations as Avnet, Celestica, Dow Chemical, Intuit, KPMG, Logica, P&G, Symantec, and Thompson Reuters. Contact him at irvine@globoforce.com.

Posted by: Su P AT 04:00 pm   |  Permalink   |  0 Comments  |  Email
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