“Talent is looking to work differently.”
Those are the words of William Tincup, President & Editor-at-Large of RecruitingDaily during a recent session of ExecuNet Master Class, and he couldn’t be more correct.
He went on to say that it’s not as simple as “…everyone is doing the same thing.” And if you think just going with a hybrid model is the answer, that’s really not true either… not if you want to attract the best talent. They won’t even apply.
“Historically, in HR, we’ve looked at a cookie-cutter approach where what works for Sally is going to work for Tom, is going to work for Yolanda, etc. Those days are gone. In a knowledge-working environment, I think we have to solve for highly personalized experiences,” said Tincup.
He cautions that companies that aren’t flexible in their approach to HR as a whole run the risk of losing their best in-house employees and having top-tier candidates not even apply because they believe the company doesn’t get it. “It comes down to radical flexibility, which blows-up that idea that everyone is doing the same thing,” he stated.
The best way to succeed is to understand your people. To do that you’ve got to be leveraging data. For over 100 years, companies have used surveys and other questionnaires as a barometer to measure employee engagement and satisfaction. The reality is, most of these results come in too little, too late.
Most of the time, companies don’t ask, and when they do, they don’t do much/anything real with the data.
Most leaders think they have a finger on the pulse of their people and culture, but they are likely wrong. Leaders usually hear what they want to hear, and their lieutenants are really no different, as they seek to please upward and climb the ladder. Out of self-preservation, the rank and file doesn’t share what they really think and feel with leadership.
But if you want engagement, retention, and to be attractive as a hiring company, you’ve got to know.
Listen to William discuss these topics in these short excerpts:
They will give you insight and get your own thoughts flowing on these vital topics. Now that we have been through The Great Resignation and are now navigating The Great Reimagination, it’s more important than ever to understand the motivations of talent. The better we are at this, the more success we’ll have bringing talent and companies together.
Mark Anderson
Mark Anderson is ExecuNet's president and chief economist. An Arjay Miller Scholar, Mark received his MBA from Stanford University and a BA in economics from Yale University. He joined ExecuNet in 1993, with extensive marketing and new product and business development experience, having served as president and founder of A&M Associates, an investment management firm. Mark's corporate leadership experience includes several senior marketing and financial positions with RCA Global Communications (a GE subsidiary) and American Can Company.
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