Comments on: We sometimes call it TALENT!

By: Jim Baran

Jim Baran — Sat, 30 Jan 2010 19:07:27 +0000

Good talent menu, Joe. Before “Hire it”, I would include continuously “look for it” as logical first step.

Most companies look/hire episodically. Episodic recruiting and hiring is stop and go examination of talent when a specific need arises. Success in hiring this way is more speculation and risk and not always repeatable. Talent is always circling. Unfortunately, if you’re only connecting with talent episodically, your talent window stays small. Working with a small window, you may enjoy a successful hire, but that success may not be repeatable. As variation increases, process waste between the need and hiring system accumulates.

Solution?

Create a system to continuously evaluate talent and replace episodic hiring with a talent supermarket. Now, go to the supermarket to withdraw what you need, when and where needed – on-demand.

Combine you’re #4, social media, and continuously interact with talent in your supermarket real time vs. hording and storing it. All of this takes place long before the actual hiring need surfaces. By creating the supermarket, you’ve also created #7, a continuous flow of relevant talent into your organization (current and future). Your supermarket builds a talent bench.

#5 is the best value at the supermarket – creating learning opportunities for your hiring teams. Your hiring teams now learn by direct talent connection and interactions, versus reaction to current needs. Your hiring teams daily visit and collaborate with your talent supermarket.
Knowledge, skill, capability, and relevance are regularly assessed against a future standard vs. stale job titles and vague duties.

Your employees are active at the supermarket. External talent, hiring teams, and your workforce are now learning on one common platform.

TPS works if you work it.

Jim Baran

By: Joseph T. Dager

Joseph T. Dager — Sat, 30 Jan 2010 06:27:24 +0000

Karen thanks for the insight and yes, I made a “mistake” by not adding a “mistake.” I do agree with you and maybe that is why we have developed that “it's not my fault” culture. If people were not so afraid of accepting blame they might be more willing to take on additional responsibility.

By: Jamie Flinchbaugh

Jamie Flinchbaugh — Sat, 30 Jan 2010 06:27:11 +0000

Well there are plenty that just point things out. Some of us strive for better.

By: Joseph T. Dager

Joseph T. Dager — Sat, 30 Jan 2010 06:20:52 +0000

Thanks Jamie for taking your time and commenting. I really like the comment “guided learning by doing.” I think so many times people equate coaches and consultants as people that just point things out. I think it is a bad rap for them as there are just as many of them that roll up their sleeves and get involved.

By: Jamie Flinchbaugh

Jamie Flinchbaugh — Sat, 30 Jan 2010 06:08:07 +0000

I like to distinguish beyond mentors to coaches, but not how most people think they should be coaching.

There are two types of coaching. Coaching the solution means coaching people down a path of finding the right answer. Coaching the method means coaching them down a path of how to think, examine, observe, experiment, learn, improve. It's the well-know-yet-little-practice "teach a man to fish" analogy.

Above all else, this is guided learning-by-doing, and the core to developing talent.

Jamie Flinchbaugh
www.jamieflinchbaugh.com

By: karenwilhelm

karenwilhelm — Fri, 29 Jan 2010 20:06:18 +0000

Encourage mistakes. Not that the mistakes are good but they are the outcomes of trying new things. More often the outcome will be something good. Just have a process for quickly responding to mistakes. Mistakes without blame develop innovators.