Dr John Sullivan is an internationally known HR thought-leader from the Silicon Valley who specializes in providing bold and high business impact; strategic Talent Management solutions to large corporations. He’s a prolific author with over 900 articles and 10 books covering all areas of Talent Management...He served as the Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 employees...
The goal is to substitute data and metrics for the use of opinions.
Relying on Relationships in HR … Must Give Way to Data-based Decision-making
Another major problem in HR is its traditional reliance on relationships. Relationships are the antithesis of analytical decision-making. The decision-making “currency” for most business decisions has long been data, but up until now, HR has relied on a different currency: that of building relationships.
In direct contrast, Google’s success has to be attributed in large part to the fact that it is the world’s only data-driven HR function. Google’s business success should convince executives at any firm that wants to grow dramatically that they must at least consider adopting the data and analytically based model used by Google.
A survey of more than 1,200 executives and managers by the American Management Association finds that, when asked whether their organizations prefer to recruit new employees versus retaining and developing current ones, only one-third cited the latter.
Meanwhile, a new survey from Los Angeles-based Korn Ferry reveals that dissatisfaction is running high among executives when it comes to their organizations’ ability to fill high-level vacancies from within. Only one-third of executives (36 percent) said they were satisfied or very satisfied with their company’s succession-management program and just 23 percent said their organizations have a pipeline of “ready now” candidates.
The study also shows that when looking to fill open leadership positions, most executives feel the right mix of “build” versus “buy” should be 2:1. However, the majority still end up going outside more often than they would like to obtain the talent they need.
Research conducted by CEB several years ago found that one in five managers regret the hires they make, with the majority citing poor cultural fit—rather than skills or ability—as a reason for their dissatisfaction, he says.
Majority of executives are dissatisfied with their company's ability to build talent from within http://t.co/v6OEu9G776
The TKI measures preferences for five different styles of handling conflict, called
conflict modes: Competing, Collaborating, Compromising, Accommodating, and Avoiding.
The five modes are described along two dimensions—assertiveness, or the extent to
which one tries to satisfy his or her own concerns; and cooperativeness, or the
extent to which one tries to satisfy the concerns of another person:
• Competing: assertive and not cooperative
• Collaborating: assertive and cooperative
• Compromising: in the middle on both dimensions
• Accommodating: cooperative and not assertive
• Avoiding: neither assertive nor cooperative
The current norm sample for the TKI consists of 8,000 employed individuals (50%
women, 50% men) who completed the assessment between 2002 and 2005. The respondents
were chosen to roughly approximate the distribution of organizational levels of
users of the TKI assessment. The norm sample was also chosen to mirror the racial
and ethnic distribution of the U.S. workforce as closely as possible. Initial analyses
on the norm sample indicate that median differences on TKI scores between men and
women, different ethnic groups, organizational levels, and educational levels are
negligible in terms of practical importance (Schaubhut, 2007).
Several studies have supported the validity of the TKI (Ben Yoav & Banai,
1992; Van de Vliert & Kabanoff, 1990). Other research has been conducted on
the relationship of the TKI with the MBTI® assessment (Johnson, 1997;
Percival, Smitheram, & Kelly, 1992), as well as on constructs such as behavioral
patterns (Volkema & Bergmann, 1995) and organizational communication styles
(Morley & Shockley-Zalabak, 1986).
...There are some seemingly obvious, but difficult to support,
similarities between anger resolution-management style ideas with other
tools and theories, such as DISC assessment, Social styles, and even the theory of Five Temperaments, which is based in the theories of ancient Greece.
A similar inventory is the Kraybill Conflict Style Inventory, which is also based on the Mouton-Blake Managerial Grid and identifies five styles of response to conflict.
You might suspect that your best young managers are looking for a better gig—and you’re probably right. Research shows that today’s most-sought-after early-career professionals are constantly networking and thinking about the next step, even if they seem fully engaged. And employee-development programs aren’t making them happy enough to stay.
We reached these conclusions after conducting face-to-face interviews and analyzing two large international databases created from online surveys of more than 1,200 employees. We found that young high achievers—30 years old, on average, and with strong academic records, degrees from elite institutions, and international internship experience—are antsy. Three-quarters sent out résumés, contacted search firms, and interviewed for jobs at least once a year during their first employment stint. Nearly 95% regularly engaged in related activities such as updating résumés and seeking information on prospective employers. They left their companies, on average, after 28 months.
And who can blame them? Comparing the peripatetic managers’ salary histories with those of peers who stayed put, we found that each change of employer created a measurable advantage in pay; in fact, a job change was the biggest single determinant of a pay increase...
The Society for Human Resource Management (SHRM) is the world’s largest association devoted to human resource management. Representing more than 250,000 members in over 140 countries, the Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China and India.
This article from The Boston Consulting Group’s Organization practice is the first in a series on talent challenges. Future articles will examine the implications for talent management of several trends:
The shift in growth opportunities and competitive threats in high-growth markets, where culture, work habits, and demographics may differ substantially from a company’s familiar markets
National economies that are slowing and might be sliding into another recession
The ever-faster pace of technological change and innovation, which puts greater demands on employee learning and retraining
The unprecedented number of generations working side by side in an organization
Build your bench of talent soon, or fall behind competitors that are far better prepared
...Where’s the greatest vulnerability? Talent is already in short supply for many positions. For example, in a worldwide survey conducted by BCG in 2010, 56 percent of responding companies cited a critical talent gap for their senior managers’ successors, in part because their internal talent pools are too shallow...
One-in-five senior managers expect new management jobs created over the next year will focus on keeping companies out of financial distress, according to a survey by interim management solution firm, Interim Partners.
The survey of 900 senior managers and directors found 19% expected 'turnaround specialists' to be the leading management role by jobs created in the next year. Turnaround specialists focus on the work needed to take a company out of financial distress, such as cutting costs and reducing debt.
The other big area of demand for new interim management roles over the next year is for change management experts – 31% of senior managers and directors polled expect this area to lead demand for new roles...