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Showing posts with label recruitment. Show all posts
Showing posts with label recruitment. Show all posts

Friday, April 13, 2012

RIGHT PEOPLE at the RIGHT JOBS???

In last few years of my career, I have had a chance to work with best of the professionals in very conducive organizational set-ups and the learning has been astounding. I have been put on a fast track since the early days of my career and due to having an opportunity to work under very able leaders, my professional journey has been somehow rewarding. 

Having worked in areas of Core Competency Development, Organization Development, Talent Management, Delivery Operations Management in the industry I always had an insight of how the business is conducted.
 
Lately, I had an opportunity to work in the selective functional area of Talent Management, which covers almost every aspect of Human Resource management and at the same time it is very well coupled with business and strategy.

It’s during my latest stint that I got to learn more about how most of the organizations are actually managing resources. It seems that organizations today are not cognizant of the very principle of "Right Person at the Right Job"

I recall reading a publishing long back during the days of my college, which highlighted the major mistake that the organizations have been committing in ages related to the above principle.

Actually, people who really know recruiting also know that the best way to understand the overall recruiting process is to visualize it as a subset of the common business practices of Supply Chain Management and Customer Relationship Management (CRM).

Recruiting cannot reach its optimal impact, nor can it help drive an organization’s "performance mindset," if it is viewed in isolation. Instead, it must be viewed as an integral part of the entire people/productivity process. It's not enough "just to recruit them," it's equally important to look at the next step, which is to ensure that top performers and new hires are continually placed in the right job. And after a period of time in any job, it's also important to continually redeploy them into other "more appropriate" jobs.

Unfortunately, we now know that two of the most common errors that organizations make are:

1) Putting wrong people on wrong jobs.

2) Keeping them in these jobs for too long.  

By "right person/right job" I don't mean the traditional "skill fit," but rather the underutilization of talent by putting top performers into inconsequential jobs and vice versa.

Here's a list of the 16 most common errors organizations make in how they treat and place their top performers.
A deployment mismatch occurs if the organization..
  • Fails to identify it’s "mission critical" positions, and then fails to focus the energies on these critical positions (10% of all jobs)
  • Fails to identify top performers, and then fails to treat them differently than the average worker
  • Allows a mission critical position to be left open/vacant
  • Allows a mission critical position to be filled with a non-top performer
  • Allows a top performer to remain in a non-mission critical position (generally because they assume that top performers will move on their own)
  • Allows a top performer to have a "mediocre manager" Allows a top performer to be "stuck" in a mission critical position beyond their peak growth period
  • Allows a "bottom performer" to remain on the same team as a top performer
Mistakes most of the organizations commit in terms of Employee Engagement are: 
  • Providing little differentiation (less than 40%) in pay between the top and the average performers
  • Allowing a low percentage of all employees' pay to be at risk (less than 20%), contingent on performance
  • Not knowing specifically what motivates, challenges and frustrates every top performer
  • Not providing every top performer with the resources they need to in order to succeed (great teammates, budget, a plan and learning opportunities)
  • Not providing every top performer with "stretch" goals and enough on-the-job P&L opportunities to prove to themselves and others what they can do
  • Allowing a top performer to get a better offer from another organisation prior to getting a "better" internal offer from their own organisation
  • Failing to continually "challenge" any employee to the limit of their expectations
  • Not measuring and rewarding their managers for doing each of the above things
It is equally important to ensure that the right people are placed in the right positions, so that top performers can optimize their learning and growth. Unfortunately, many managers take a cavalier approach to deploy resources, and as a result, they have top performers working in non-essential jobs.

In addition to impacting their morale and retention, it also affects the organisation’s productivity, as well as its ability to maintain a competitive edge.

If you want your team to be productive, it's essential that you periodically conduct a "human capital audit" to ensure that the right people are placed in the right job!

Wednesday, May 11, 2011

Jumping Jobs??

You're tired all the time; you don't want to get out of bed in the morning; you can't concentrate at work anymore. Guess what, you could be one of millions of people that need to consider a job or career change.
If you even think you are starting to feel 'burned out' or uninterested in what you are doing make some time for a real conversation with yourself - starting with the question. 

"What do I really want to do with the rest of my life?" 

Most people consider themselves lucky to have a job. But it may be time to start asking just how happy you are with it. Gone are the days when you could expect to work for the same company all your life and then receive a pension that paid income for life. 
As against older people who are at the end of their careers and are comfortable in their existing set-up, younger people get most frustrated in the same organisation after a couple of years. 
Also the same comfort level can be termed stagnation. Hence they are even ready to take risks and move to a different industry. So if you are ready for the switch, first do intense personal assessment and consider the following tips: 

Find reasons
You need to pinpoint why you are looking for a change and whether you have the right reasons. It is better compensation or benefits or is it dissatisfaction with career potential? 
If you are ambivalent about leaving, career consultants say there are a number of red flags that signal unhappiness at work. 
The root of your discontent could be linked to anything from dysfunctional relationships at work to a personal clash with the organisation's values. It could be lack of close relationships, either with colleagues or your boss that could be disheartening. 
A simple change can often be the remedy to your workplace woes. When contemplating a change, think about classes you took in college and even high school that appealed to you and left you inspired.

What's the way you like it? 
You needn't change the organization. Maybe what you do is not what you like. The solution could be as simple as moving to a different department. Voice your commitment to the organisation and express how much you'd like to stay.
Then ask about other positions that might suit you better. When considering a professional makeover, don't think in terms of job titles. 
Those can be limiting and can feed people's fears that they're pigeonholing themselves into doing one thing for the rest of their lives. Don't feel pressured to stick to one job. There are options beyond those that we can visualise. We just need to seek them out.

How does the industry look at you?
There is no rule as such, but put yourself in the position of a potential interviewer and think how you would react to your own CV. 
While your current job may not be right for you in the long term, it is in your own interest to develop your role and responsibility as much as you can before you move on. Interviewers will naturally want to know what you have achieved and what has made you decide to change jobs. 
Your application will be much more attractive if you can show evidence of your ability to manage your own personal and career development. Most important of all, you can use this experience to ensure that your second job is a better fit. You should be much clearer on what is important to you and what you have got to offer. 

Consider your finances
If you're unemployed and bills are stacking up, you might take the first offer that comes along, even if it isn't perfect. But if you are considering a job change, make sure you aren't loading yourself up with debt. 
Too much debt causes you to be more vulnerable during a job transition. Therefore, get your financial picture in order and give yourself a cushion of about six months. But you should know what you are worth on the open market. 

Get connected 
Stay up-to-date on technology, industry trends, customer needs and any other factors that are important to your personal and professional self-development. Upgrade your knowledge and skills in ways that are consistent with your own future interests and career development. 
Find out what's happening within your industry. Those who struggle the most are just in tune with their own little circle. You may also consider contacting a head hunter, and make sure the headhunter is working in your best interest.