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Brexit and Talent

Brexit and Talent Revisited

The challenges of Brexit and Talent are long term issues

In August 2016 I wrote a post on Brexit and talent focusing on a potential talent drain. It recently gained some renewed traction, so I felt it merited revisiting.

I specifically mentioned top end and skilled talent, those with strong transferable skill who were volunatarily seeking to leave the U.K. It was eerily prophetic, not because I am particularly gifted in the ways of massive economic change. But like many, this is the field I work in and have my ears to the ground and know my sector well. If anyone had asked – we would have told them. When we were asked our voices were dismissed as being the words of what had become by that time, the much derided label of “experts.”

The skill shortgage has been widely discussed. The life cycle of the recruitment and talent pipeline is not fast. It takes time to educate, train and build up workplace experience in STEM skills, languages and specialised trades. The gap, although temporary, will be around for many years and will impact growth. 

Read: Post brexit language crisis

8 challenges for Brexit and Talent 

Here is an update on the challenges for Brexit I identified 13 months ago .

  1. Uncertainty: The  Commodities Analyst with a Spanish based London bank I spoke to, has already re-located to Frankfurt. He did this before his bank, a global organisation, announced its post Brexit strategy to open up offices outside the UK.
  2. Xenophobia:  The French strategy manager with a global logistics company has resigned. His children continued to be bullied in school. Hiring managers who are pro-Brexit are actively turning down EU nationals as candidates – even the very best talent.  This maybe against company policy. International companies with HQs on other continents with business units in the U.K. have no real idea about local hiring practises unless they micro-manage the process. Which they don’t. Sadly discrimination is rife with a rise in adverts requesting applications for UK passport holders only. EU nationals are simply cut for the flimsiest reasons. Unconscious bias and prejudice play a part.
  3. Fear of housing market collapse:  or a slow down. A number I spoke to have now sold their properties and moved to rented accommodation in case they need to leave quickly. Others are still nervous especially about potential interest rate hikes. There are also reports about EU nationals struggling to secure mortgages and rent properties.
  4. Concern about new requirements:  those that are staying are worried that penalties will be imposed further down the line and they will have to jump through stringent and perhaps costly compliance, registration and visa hoops in a few years. However, most EU countries demand the same. What is exceptional for the U.K. is that they are one of a small number of countries that don’t issue compulsory ID cards.
  5. More openings now:  those that were looking for jobs internationally have already moved on, or have deepened their searches. EU nationals who are candidates in existing processes are withdrawing in high numbers. There has been a 25% hike of EU nationals leaving the UK post Brexit. Not all of this is in the unskilled demographic. The manufacturing sector has seen a 16% increase of resignations from skilled workers.
  6. Concern about reduced conditions: This still exists as doubts about zero hour contracts and short term contracts abound. For junior positions there is an increase in the number of short term contracts as employers try to keep their options open.
  7. Citizenship: is an ongoing challenge and concerns about the right to stay have increased as even long standing residents are being denied citizenship and long term residency with some even being deported.
  8. Falling pound: For EU nationals with Euro obligations the falling pound has impacted them hard. The U.K is less financially attractive than it was before.

Read: Post brexit recruitment from the pointy end

Please see the original post:

Brexit uncertainty starts talent drain (August 2016)

talent drain

The business world is trying to make sense of the implications of Brexit in a world now characterized by uncertainty. It was clear that this shock result, from which we are still reeling, was so unexpected that almost no one had a post Brexit plan. Against many unknown factors, businesses are trying to create strategies for changes which will significnatly impact the workplace. Practises related to E.U. rather than U.K. legislation, will be examined as new agreements are set up. Some experts are saying this could take up to 5 years.  One of the major elements will be the rights of E.U. workers in the U.K. and U.K. workers in the E.U. But what had not been anticipated is an immediate talent drain as skilled workers seek early voluntary repatriation or relocation to other parts of the E.U.

Yep. That’s right – some people actually want to leave now! Can you believe that?

Overall picture

The highly emotional and divisive referendum campaign and brexit shockthe subsequent leadership debacle, dealt a savage and damaging blow to Brand Britain on the global market. We now live in a new age of uncertainty. The CIPD reports that in general, 44% of working adults say they feel pessimistic about the future as a result of the UK’s vote to leave the EU, while one in five say they feel their job is less secure. Unfortunately, in the wake of this, we have witnessed an astonishing and aggressive xenophobic backlash against non-UK nationals studying, living and working in the U.K. Many European nationals are now reporting “feeling unwelcome” in a country which they have made their home, some for many years.

The U.K. government has made some half-hearted attempts to allay the fears of E.U. residents in the U.K. With a lack of definitive statements, many are unconvinced. Head hunters and recruiters are reporting increased numbers of spontaneous CVs and applications from individuals looking to leave the U.K, – now, or as soon as possible. This is also my experience.

The Talent Drain

What seems surprising is that no one factored in a potential talent drain before the referendum.  It should have been evident that if politicians run divisive campaigns based on hate, specifically targeting non-U.K. residents, the U.K. will be perceived as (and even become) a less attractive place to seek employment for workers who have choice. By this I mean those with strong transferable or difficult to find and attract skills.

The UK Commission for Employment and Skills’ (UKCES) Employer Skills Survey 2015 of 91,000 employers has already reported a chronic skill shortage even before the referendum.  The people who are reconsidering their positions are people who can go anywhere. In the mean time the talent drain has started.  Other E.U. nationals who might have had their eye on a U.K posting particularly London, are now re-thinking their career strategies.

Read to the end here.

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Copey paste recruitment

Why copy-paste recruitment fails in today’s market

Getting beyond copy-paste recruitment

Copy-paste recruitment is generally business as usual in most organisations. A job description will be drafted for any open assignment. Usually this involves pulling out the old one, or re-positioning the CV of the last successful post holder.  “Get me someone like….” is a common instruction.

Even if the post was last filled five years ago, the chance of anyone thinking it might have to be crafted differently are slim. Generally the only changes I see are to inflate the qualifications.

Really, your receptionist needs an MBA?

Copy-paste recruitment is limiting

The changes in the market since 2008, means that most hiring managers are missing out on identifying and sourcing candidates with different and non-linear career paths. Many candidates have special and relevant skills which are not always directly evident. Candidates should assume some responsibility for identifying those skills themselves. But more importantly, hiring managers should be capable of going beyond the obvious to identify and source the best talent. This talent may not wear the familiar and comforting keyworded labels.

Why? Because they are missing candidates with those special skills.

This will include those with:

  • Portfolio Careers (a series of related professional activities, connected by the same transferable skills)
  • Or what is shifting into what I call a Cluster Career (a series of unrelated professional activities)
  • Giggers or independent contractors.

A  typical story

Bart graduated in 2009 with a degree in Philosophy as the global economy went into free fall. He spent the next two years doing unpaid internships during the day and working in shops, bars and restaurants as a waiter, bartender, bouncer and even cleaner at night to pay the bills. He worked on short term or zero hour contracts in call centres and creative agencies. He was eventually promoted to Deputy Manager in a bar resto, before he was hired to join the operations team of an event management company.

He had never worked in events, but his skills in running teams, handling difficult situations as well as his sales skills made him a risk worth taking for his new boss. Bart commented “I struggled to find a recruiter who could see beyond my CV. I found my current job through my personal network. Hiring managers have actually said to me  “you have never had a proper job!”  What is a proper job today?” 

As more and more candidates have diffused backgrounds, hiring managers need to consider making changes to their own skill sets and processes, to move out of copy-paste recruitment mode. This will involve:

Fishing where there are fish

Hiring managers in many sectors complain that the talent pool is dwindling. Yet they continue to look for the usual suspects, in the usual places. Time is now to think broader and consider where else might those skills actually be found. This is particularly true in STEM roles or to achieve gender balance and diversity.

Aptitude testing

It is now easy to arrange online aptitude testing, which although not definitive, are reasonable indicators of success, particularly for verbal and numerical reasoning, especially if they are verified. Many hiring managers, recruiters and head hunters are not qualified in even rudimentary psychometric testing.copy paste 2

Transferable skills

Many recruiters and hiring managers wouldn’t recognise a transferable skill if it punched them in the face. Their focus is keywords, job titles and familiar hard skills. It’s now necessary to be able to get behind a candidate’s achievements with some insight, to identify the skills they tapped into to be successful in their previous career professional activities. What ever they might be. Running a Boolean string with keywords on LinkedIn isn’t going to do it.

Behavioural interview

If hiring managers have identified the transferable skills needed for the role, interview questions should be structured to establish if the candidates possess those skills. Behavioural questions should be posed, to indicate how they used them in a previous role or would instinctively know what to do. Candidates can also be assigned tasks and exercises to see how they perform.

Detailed references

Reference collecting is a much under estimated skill. In litigious cultures many are wary of giving too much information in writing. Seeking a reference by telephone is by far the best way to go and questions should be structured and open ended exactly as for an interview.

Asking ” will x be a good candidate for this job?”  of course, gets you a YES answer.

Substituting with  “How would x be a good candidate for this job” will get at least drive some of the answers a hiring manager would be looking for.

What is needed to ensure success?

This is a question I usually pose to referees. Asking candidates will give some insight into their assessment of the personal development needs which can be insightful. It’s also an indication of how they have benchmarked themselves against the job requirements.

Work ethic, commitment and courage

Looking for commitment, work ethic and courage is a valuable indicator of future performance. This is showcased by Bart’s story, but also recently by Stefanie William’s response to Yelp employee Talia Jane who complained about her salary in the public domain and was fired for it. How people respond to adversity can be very telling. Who suits your company best? The tougher suck it up and get on with it (Stefanie) or the empathetic corporate whistle blower campaigner (Talia)? All 3 stories require different types of work ethic, tenacity and courage.

Hiring for attitude and enthusiasm are currently found more in gung-ho memes on Twitter and Facebook, than during any actual selection process. As an increasing number of candidates no longer have CVs that comply with traditional linear thinking, hiring managers are going to have to update their own selection skills and process criteria to identify top talent.

This could be time consuming (read costly) but no more expensive than high levels of churn or hiring the wrong candidate.

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Playing without the Queens. Women and Talent Management

 

Women and talent management: economic common sense

For many it takes a small, personal, micro situation or relationship to highlight underlying macro, philosophical issues. Mine was nothing to do with any immediate connections, childhood experiences or friends. It was by interacting with total strangers in one of the most impersonal spaces – an airport.

Stranded

Recently, I was stranded at the departure gate of a regional British airport, waiting for a flight which was seriously delayed. Passengers got twitchy, as somewhat worryingly, engineers crawled over the open hood of the engine of the plane clearly clutching what bore more than a passing resemblance to maintenance manuals. Just like the movies, in consternation, small crisis support groups were formed. In my group, in addition to myself, were a teacher and very happily a pilot and an aeronautical engineer. All women.

This is a true story!

Crisis Management

With their inside knowledge, backgrounds and expertise the pilot and engineer stepped up. They told us they were not going to get on any plane where the engineers were looking at manuals. And guess what? If they weren’t, neither were we. Passes were duly flashed and these professionals very competently dealt with the airline and airport authorities, their leadership /management, hitherto visible only by their complete absence. These women obviously succeeded in coming between the passengers and a night spent on a hard airport lounge floor. The teacher and I sat suitably impressed. Did we care if the achievements of these ladies followed John C Maxwell’s maxim “A leader is one who knows the way, goes the way, and shows the way” or Drucker’s manager “ doing things right”? No we didn’t.

An individual story

While the other two women became paragon leaders and/or managers, whichever view you take, somewhat superfluous to the task in hand the teacher and I talked about her daily life. She lives in a deprived industrial area, with high levels of up to fourth generation unemployment. Her primary (elementary) school services a number of “sink level” housing estates, where most children live below what would be considered to be the poverty line. Many of the mothers are single parents with addictions issues and many are victims of abuse. The children are exposed to every type of heart-breaking deprivation that you and I can think of – too many to list here.

Inspiration

The teacher had created fun segments just to teach basic life skills that the children had never encountered before, like holding a knife and fork, or saying “thank you.” The only meals some of the kids ever eat are in school, so she set up breakfast, lunch and snack programmes. She talked about these small victories in the face of budget and staffing cuts: Holding fundraisers, persuading local shops and organisations to make donations of products and materials (quite often food) and even paying for some things out of her own pocket. Her greatest achievements were the children who had been through her programme and had eventually gained university places, one recently entering Cambridge.

A real leader

She is obviously creative, innovative, has vision and could have certainly pursued a career in education management and policy; but had stayed where she was “for the sake of the children.” About 1500 children have passed through her programme over the years. This is surely the John Quincy Adams type of leader: “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”I would have been delighted to have named her, but this special lady wanted to stay completely anonymous. So although there are no extravagant trappings or perks of corporate life, I saw in the space of a few hours three skilled, competent and inspirational ladies who simply stepped up and led.

Aren’t those qualities ones we should look for in leaders?

Time for change

The root of my problem is that together with many others, I’m starting to question the value we assign to certain specific leadership qualities which are considered to be significant in our organisations and culture. I ask myself if the characteristics we seem to look for in our top leaders are no longer what we need in today’s world. Should we be focusing on constructing different leadership models instead? If women make up more than 50% of the workforce and 60% of graduates, yet less than 15% of senior positions, then the issue should not only be why is this demographic is not being tapped into and developed – but why the delay? Isn’t it time for our leaders to implement change, to establish what our communities and organisations need to succeed and to maximise the contribution of this massively under utilised demographic? This is no longer about gender and diversity – but about economic common sense.

Cave men

At one time in our cave dwelling days with all those lions, tigers and bears, men in their 30s, in the peak of physical condition became designated leaders. I can understand this. There were situations when brute strength, risk-taking and the odd club wielding skill were useful. The life expectancy of a Palaeolithic man, made him at 30 years old, a tribal elder. However, in the 21st century, in a knowledge-based economy, when a deft flick of an iPad might work just as well and life expectancy has more than doubled, those physiological qualities are no longer key. So times and requirements are a-changing and that gives us lots more flexibility to decide what leadership skills we need in our society and how women and talent management can be better combined .

Never has this been more apparent than during the recent global recession and the attempts at reconstruction. One example was what we saw with the financial services wunderkind Fabulous Fabrice Tourre . Was I the only one thinking: What is wrong with this picture? His gender is actually irrelevant, but what seemed critical to me was why was a graduate from the class of 2001, seemingly left unsupervised, to run amok in the sand box, taking incredible financial risks? Was it because we admired and valued his skills? Or just because he made some people a lot of money before he bankrupted them? If so, perhaps we should be identifying different types of skills worthy of admiration.

Plus ça change

I watched post holiday commercials enticing us to take out quick, “no credit check “ loans with A.P.R.s in excess of 2500%, for those “much needed luxuries.” I see bailed out bankers rewarding themselves with bonuses in the billions and economic gurus telling us that it is “back to business as usual.” I wonder why our leadership is so resistant to change. The word bank is commonly recognised as being derived from the word “banca”, or bench when medieval Italian money lenders set up business on benches in the market place. When a banker failed, the populace broke his bench – hence our word bankrupt. Not today it would seem. So truthfully, I am at the point where I actually wonder if we seem to have lost the collective plot.

Vicious cycles

If doing what we’ve always done gives us what we always had, then why is the populace not screaming for change, rather than simply whimpering from the side lines? It’s clear that long-term talent management strategies need to be evaluated and reconstructed in many sectors for our organisations to flourish. Leadership is supposed to be about people, innovation, challenging the status quo, inspiring trust and seeing the big picture. Even The World Economic Forum analysis of global skill set shortages only fleetingly suggests the development of women as part of any strategic solution. There seems to be a basic need for change. But if leaders are failing to innovate and lack long-term vision then using their own criteria, are they really leaders?

As Georgia Fieste said to me on Twitter

So why do our organisations think differently?