The “Stealth Fighter” Model offers a compelling, symbolic way to understand the predictive relationships that exist between critical human capital/succession management processes (the 4 D’s), critical “leading indicators” (capability, commitment and alignment—more on these later), intermediate outcomes and ultimate outcomes. The 4 D’s essentially act as the 4 turbo-charged engines that propel the “Stealth Fighter” towards its target—defined as an organization’s “Future Desired State” and the required leadership competencies to execute both the current and future business strategy.
January 18, 2012 | Posted in
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Isn’t this the age old question? Ask 300 executives and human resource directors that question. You will receive 300 hundred responses.
If you read “Drive: The Surprising Truth About What Motivates Us” by Daniel Pink, you will see that scientific research demonstrates that people typically fall into two groups – those intrinsically motivated and those extrinsically motivated.
The extrinsically motivated employees are motivated by conditions outside of them – money, benefits, working conditions, etc. According to Pink, they are transactional by nature – if you do this, then you will receive that.
How often have you heard it said, “He or she had the greatest credentials and experience and were perfect for the job,” only to be miserably disappointed that they were a total failure in the environment they were hired into. I would wager to say this happens more than we care to discuss. Most often it relates to the question posed regarding the cultural fit.
Most recruiters, corporate and third party alike, have discovered that a candidate’s acceptance does not automatically translate to their start. Many events may occur to prevent the candidate’s transition to employee, particularly if they need to relocate. Therefore, it is important to stay in contact through the period between their acceptance and their start. It is also good for the hiring manager to communicate their excitement that the candidate is joining their team. Why?
Senior talent executives may be surprised to learn that a sizeable number of employees who are highly engaged at work don’t intend to stay with their company for very long. According to a survey conducted by Manpower, 84 percent of employees plan to look for a new position in 2011 – up from just 60 percent last year.
Have you ever sourced the Best Candidate; sold them on the opportunity with your company or client; worked with them through the interview process, answering their questions; helped the hiring manager determine the best compensation package; extended an offer that they accepted; and then lost the candidate to a counter offer? If you have been in the recruitment business for any amount of time, you have experienced that sinking feeling when they stop returning your calls.
When the sun finally sets on the second quarter of 2011, a recent survey of thousands of employers suggests hiring increases will be evident in several areas — especially commercial and administrative jobs. But, another survey suggests that problems with low morale will spell trouble for employers as overall hiring heats up.
We are going to review critical mistakes that are being made by managers in staffing and recruiting throughout the country. We will also be reviewing solutions to these mistakes: MISTAKE #1 – Expectations are not written down, MISTAKE #2 – Too much emphasis on number of calls, MISTAKE #3 – Planning is not mandatory, MISTAKE #4 – You are expecting not inspecting, MISTAKE #5 – You don’t monitor daily send-outs, MISTAKE #6 – Lack of systems, and if you implement any of these suggested solutions, you will focus on results and the results will be increased production, profits and incomes!
During a recession most employees stay at their job whether they are happy or not. They don’t want to take a chance at being the last person hired and the first person cut back. According to a recent survey by The Conference Board, only 40% of those surveyed said they were satisfied with their job. This is the lowest level of job satisfaction since they began the survey over 22 years ago.
A study by Right Management found that 60% of employees intend to leave their current positions when the economy improves and an additional 25% are networking and updating their resumes.
It’s that time again when all the predictions for the New Year are stated and we have to wait 12 months to see if they are real or imagined. My thoughts on what will be an important activity in 2011 bring me back to Employment Branding. When I wrote The Cultural Fit Factor, How to Create an Employment Brand that Attracts, Retains and Repels the Right Employee, published by SHRM in 2009, the country was just heading into an economic downturn. But here we are, just one and half years later and we’re just beginning to see glimmers of hope. Now is the time to realize that the need to find the right cultural fit is stronger than ever.
