CXR Talk Talent Ep2: Holistic Talent Management


welcome to the see our channel our premium podcast for talent acquisition and talent management. Listen in as the community discusses a wide range of topics just on attracting engaging and retaining the talent or glad you're here flash wait we can remove that completely for for years it's been a debate I think With regards to wear recruiting should sit of really looking at end to end process with it relates to kind of integrating recruiting within HR and talent management and really all aspects you managing director of the talent management community within czar and I am thrilled to be joined the podcast today by my good friend Chris Hoyt Chris how you doing buddy the beating and there's probably a happy hour actually in somebody made the comment that you always hear of your hr Oh look out hr is here Yada Yada ought to say that and spots without even thinking was actually I'm in recruiting or the Green Berets of hr I say that now like I- outing myself right we were talking about just that and kind of whether recruiting should sit in HR and talent management and I I painfully shared an old story of mine where I remember lead brothers yeah so today today we're GONNA be talking about really what I kind of you is holistic talent management and that's the idea ah conversation over over beverages of some sort you can imagine what those might be and it's a shocker that we it's a shocker might be having a nice discussion with some Social Xinhau recruiting fit since the broader HR and talent management landscape for years it's always been sort of an interesting debate as to throw a or a subset of that I think it's just sort of been a really interesting mix to watch as different organizations structure it differently I I don't know that there is distinctly I was was a director procuring at a company I shall not name to protect the company myself but they Australia that I feel necessarily strong enough one way or the other as long as I think that you know that structure works or the function and works for the you know the company that it's of the you know prospect through employee life cycle and I think the idea of this podcast came for us a one what are these days Chris and I were having a calibrate what you here locally and that's why I never use the term best practice I don't like the term best practice there's too many it's too subjective there's to me there's there's often been some discussion doesn't go in operations does it sit outside of HR does it sit within HR is it directly report into you know the invariables that allow that practice to be a best practice in that particular company and so the idea of of bad I still carry the shame from that conversation that bogut but I was I was young and I was naive and frankly I was dumb I didn't really have a broad enough you as to each week we bring you these are going to be small snack podcasts were both of of Chris Smile kind of weigh in on something of mine for us and probably from the mine for others hopefully them yeah I think that's a great point and that that really should be something that can be applied almost anything we talk about or anything you read about or anything analyst tells you should be doing you always have to where should recruiting shit bit has been raising for here I think that's one we're just lubrication I know that there might be a through line for some of these episodes I think I it's possible but but but let let's see we go off track with that I'm going to keep us focused but this help I think a company to see that they're not quite as far behind or they're not quite as far as ahead as they thought they were but I will tell you I've said this for years I think the best thing hard to find them and that to me is really the big kind of where where where the the the the idea that recruiting should be a standalone thing with that argument falls flat for me are the best benchmark an organization do is absolutely against itself yeah and I think that's the same for you know for structure there is some flexibility there in terms of you know where does where does met right but then you've then you've also got this big topic which I think is going to continue to rise up bubble up and just be more and more on the front of everybody mind and this is being that investment in that effort in those resources on retention and how are they actually creating environment that is sticky and hold onto this people once you million dollars to revamp their career site revamp these gateways or strategy pages or videos that are all geared towards bringing in or attracting good good lars Always excited to do quick podcast with you these are always fun yeah these are funds to these are these little quickies Christmas to get together and just have a bit of a riff on a topic that talent but then once once folks are in the organization talent acquisition SORTA hands off and so what does what does the employees get will they get the out of the box as a recruiter if you don't understand what is going to happen at higher once you brought them into the organization and you're not going to be as effective as you could be as how do they find these and unfortunately for years we've just sort of swept that under the premise of well once you hear you get to manage your own career it's on you incredibly heavily on the recruiting side which is a recruiter shirt that's great like that fires me up but I think that companies are really being a bit shortsighted whether or not matched really how I could have the most impact as recruiting leader at and I'm Chris Christie obvious you've sat in that seat before what is your view on the connector aspect for me is that is really understanding what happens to the talent after it comes in and you know the easiest highlight there is of course when when pre-boarding starts if it starts are we do an awful lot of benchmarking and I think it's it's you know with with over one hundred plus companies to be able to really see where an organization sits and how it measures up among peers and it does host organizations or where on boarding who owns the on boarding where that gets picked up and then I think that just just moves so nicely into obviously talent develop and fight that war I would I would sign up draft me in that war I'm I'm game but I think we we get so hooked on that idea and so companies are investing nicely with with talent management I think that's it's a really important point because you think of the amount of time and effort you invest in bringing people into the organization headed out of the box approaches like here we have an internal career site for you like yeah that's that's our that's our answer and like cool so when I apply you're GonNa have a little house Talent Mobility and for years we have been talking about candidate experience for external candidates and we've been talking about how we spend it some organization spending over you know if you're not again most companies are and you're not matching that with crime trying to create proactively create internal opportunities for Growth and development people are GonNa leave and the challenges especially when you mentioned quite her quite horrible solution that usually comes from an ats in terms of trying to figure out what jobs are available and what jobs might be a match for and how and out to you in terms of companies that are finding ways to really have put that as a as a focal point of their talent strategy yeah in fact in just the last one the last two meetings that we've done we did executive recruiting where we had about thirty nine companies that were present at that particular meeting and then we did sourcing where we had forty eight companies that were present you did tweak that for an evolve your own variables I think for me like when I think about how recruiting system to it at one of the things that worries me about the landscape today is I think feeding those things as absolutes is the wrong way to go the term I you know the term I enjoy a competitive practice and I I really do think and see to meetings to hear of at least three or four companies that have now already created internal recruiting teams and that are working and socializing with stakeholders within we have historically made it so much easier for people to find promotions find jobs outside of the organization and done just such a disservice us you know culturally as well as monetarily right from a budget standpoint of of leading those people leave and having to start all over and so it was really really interesting the last says right so we're just kind of saying hey this is something that is worked in this one situation does means can work for you maybe it will maybe it won't a verbatim copy probably won't but you need icon next to my name and I'm not GonNa get any different treatment than the next candidate I think the risk is once you've put somebody in a position where a proactive really at like one things I'm excited about this year is to start define more examples of companies that are doing a credible job of recruiting their talent reported I I still I vividly remember getting into a heated arguments when I was running an in house recruiting teams with hiring managers that were very and in both of those the topic of recruiting and sourcing talent internally was a discussion now year ago that you know everybody's sort of Sort of blew that those organizations to say you know you really do want your talent to get a call from a recruiter that's our own versus a call from a recruiter that is outside that's cruder and so that to me is just the biggest shortcoming with the notion that that recruiting should be completely separate yeah you know I'll tell you talent because it's not really the directors talent it's the company's talent but I think in the last year we've really seen some of those organizations grab hold of that idea of recruiting internally and realize to figure out where you want to go next and I just feel that such a huge miss and we're gonNA see more organizations taking that internal candidate experience at talent mobility very very seriously I said I think that's the HR end and TA began or does T. a. n. t. m. began yup yeah and I think another term that that we used a lot with hr open source was proven practice. They've taken the step to see okay what my my life be like after this gene you can't put back in the bottle and I think that that's that's a real challenge when you're not really what you've put one of your employees in a position that they have entertained the idea of leaving if they've they've they've responded to that recruiter in mill kind of an and I get where this comes from but they were very territorial around their talent it didn't want anybody talking to their people they didn't want to off as well our culture doesn't allow for that or oh it'll be such a culture shift for us to try to recruit internally our directors aren't ready to give up their talent amusing amusing air quotes here for given up live I was like weakened radical it it can happen to buy lifetime but about so sure I think the war is the war is on the phrase the war for talent I I remember and I still do to some level I don't know about the time line but but I used to subscribe to this look at it really is the first year in the role if it really is getting to understand the job and the second year in the role is really you know really becoming a master of that craft remastering that role and then that third years the year the I think things move much more quickly and I also think you know we're making a lot more hires I think of folks who who've just got learning agility across the board that makes makes a big difference in like they're not gonNA especially now it's like three years people aren't going to sit in the same job for three years and yeah SARS I say look you know skills at the end of that two years you have a conversation with your boss is is this still the right place for you do you. WanNa go somewhere else in the company do you want to go somewhere else outside of the company and they're very job and you know maybe after two years you're GonNa WanNa do this again or do more of this version of this maybe you're GonNa WanNa go somewhere else we have a track record of being able to put people in that I was the then putting on my people when I was T- later but I think to your point three years as an awfully long time to expect somebody to hang around anymore and we've got a phone you just put your fingerprints all over it right you're you making big changes shifting things around and you really making it your own I don't think that that's the timeline anymore open about that level of conversation to me that's really practical when you think about it I mean a two two year investment you know that is you know especially in the valley the averaged different roles within the company once they've been here we know what they can reduce for us and maybe you'll go elsewhere that might be the right answer to but I think that it's hopes to speed some of that up but that that might also be a my own evolution and learning that you know three years might have just been dumb and that might have just been something that you know I grew up with the different tone for the relationship with the employees that is much more candidates up front and frankly I think sets both parties up for better success duty idea where if you get you get hired into role and the ideas that I might be pushing this a little bit so often get the the the actual facts later update but my understanding of it and your employers I think that that that's a real timeframe and then when you're able to have that conversation up front right at the moment you're hired hey here's your deal this is a two year it is you know you're basically hired into the role on it's kind of a two year agreement and the idea is like you're here for two years here's what you're GonNa do here's what we expect from you here's what we're going to provide in terms of growth and development yeah I think if you're if you're one of those organizations that still dealing with phrases like time and title and time in Grade it's probably time to reevaluate that yeah and do it for you when you when you think of of I know you've got incredible portfolio company is in our network what does anything yeah and I mean you know you China have a really great session coming up I think in December where you guys are GonNa talk about the workforce requirements and how they're changing as a result of but are these These project teams right these these larger project teams and grouping these guys together in squads if you will to do some really neat work that's just outside everyone welcome to the podcast. I am Lars Schmidt and I am the after you know they they wanted to try to put artificial timelines around the cable after being the role for three years before he gets like like look I think particularly when you look across the there's so many companies that are really taking different approaches towards how they solved this problem and so that's GonNa really help help us technology in generational shifts globalization and I just think that that's going to be a tremendous opportunity to talk about what's currently working with other companies not just you in China obviously but what's Y you're on it learn more about our our website see X. are dot works and twitter dot com slash career crossroads in on Instagram Act career companies are you know we haven't given up on the Zombie notion of the war for talent ray like it's a phrase that won't die hate that frame that he did not go it's thanks. Chris this is fun we're GONNA be back with more of these and I'm excited to see what else we can come up good good stuff we'll talk to you on the next podcast thanks for listening to the C X are channel please subscribe to see on your favorite podcast resource and leave us a review identify more stories in examples that we could bring the listeners to to help them get an idea of what our other options different things might be able to do take another look and I also think and we've seen this in the last couple of years to I think it's very very powerful when we're talking about this at the senior manager up to associate director director level headed it sucks to lose good people that you work really hard to find talent and it sucks to lose child but like the company's going to lose them like it's not just you like organizations x roads we'll catch you next time gently working but that won't be working soon and what might be effective in the coming months and the years and then just really ideally to bit of brainstorming piece and try to solve that talent puzzle format of our podcast and keep this snack but I imagine this is going to be one of a probably a series where we're going deeper in this because there's so much to it and I'd of the scope of immediate responsibility I think that's just a great way to flex you know get these guys working together and really flex muscles that they wouldn't typically get to us they're either just leading wrecks or leading. Amanda I think you're right I think you're right and I think this is This is a topic that we could probably spend spend hours on but we're going to stay true to the the US on giving them development opportunities and challenges a little bit faster than that we've got to push that one of the company is that I think is really good job at this is linked in they rolled out there toward but it didn't it didn't say war thank you but you can't say a war on war for talent so that may be a new phase that we've tried both both Chris and Lars wholly endorse.

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