How do you spot potential? What differentiates a high potential employee from one who has reached a career plateau? Many organizations fall into the trap of relying on past performance as a measure of future potential. Current and past performance may be an indicator of potential, but the two are not synonymous. In fact, according to a study conducted by Gartner (previously CEB/SHL Talent Measurement) only one in seven high performers are actually high potentials. That means that over 85% of today’s top performers lack the critical attributes essential to success in future roles.
A simple Google search on the words “talent management” reveals almost 17 million hits, and if we look at studies in all countries over the last decade, every time CHRO’s & CEO’s are surveyed, two of the top three challenges they say they face are lack of talent and a shortage of leadership. It isn’t clear whether these two are linked (i.e. is talented leadership scarce; or is it that both leadership and specific talents at all organizational levels are in short supply.)
The world of work is changing, and the most successful organizations and practitioners are those that understand how these changes impact the way they do business. To help them do so, and to foster further dialogue, Queen’s IRC hosted the Workplace in Motion Summit. This report elaborates on the most important questions, issues, and themes identified by Summit participants going forward.
This article will focus on the practice of social network mapping within organizations to deliberately leverage and engage intra-organizational sets of informal connections that are less “hard-wired” than formal organizational working relationships. In particular, the article will highlight the applications of the tool to identify hidden talent and leadership within the organization to support succession planning initiatives and diagnose internal communication and decision making blockages.
There is a new wave of environmental disasters that are just beginning to splash onto our daily news feeds. Workplace cultures are the next targets that will be publicly examined and debated in excruciating detail – just ask the CBC, Amazon, or the Lance Armstrong “company machine.” All the dirty laundry of inappropriate behaviours and unacceptable people practices are flooding out in the wash, and every detail is being hung out on the public line to view.
Mentoring is a management practice that can assist organizations in building a desired corporate culture, while enabling the careers of those who are already motivated to pursue one. It is an efficient and effective method of shortening the learning curve of new executives and providing more knowledgeable employees with broader perspectives. New executives with a mentor have a sounding board, as well as the benefit of their mentor’s experience as they navigate through situations that may be unfamiliar to them.
We surveyed the Profit 500, an annual listing of the 500 fastest growing companies in Canada, to find out about their HR practices. We asked questions surrounding their strategic capabilities, organizational development activities, change management processes, training opportunities, performance management systems, leadership development programs, and the use of HR technology. Overall, the top HR challenges faced by the Profit 500 include (1) finding key talent, (2) managing and feeding talent pipelines, (3) appropriately leveraging HR metrics to inform decision making, and (4) choosing and incorporating the right HR technology.
With an impressive line-up of guest speakers and facilitators, the Queen’s IRC 2015 Workplace in Motion Summit brought together over 100 leaders in HR, OD and LR from across the country to engage in conversations about the workplace of the future, and the trends that are driving new models for organizational planning. The Summit, held on April 16 in Toronto, featured a number of themes, including: Talent: How do we engage, retain and motivate a new generation of workers? Transformation: How can organizations transform without trauma?
In the old world order, organizations were structured so that they could leverage their capital; people were just put in roles and given responsibilities. Everyone was supposed to follow their role in the way it was designed. Organizations didn’t have to develop people or leverage talent, they expected employees to just follow orders.
In December 2014, Queen’s IRC introduced a new two-day Coaching Skills program. With long-time Queen’s IRC facilitator Françoise Morissette at the helm, the program promises to deliver essential coaching skills, tools and models to help participants master the coaching process and improve performance at the individual and organizational level. “Coaching is popular because it’s very portable and can be used formally or informally,” said Françoise, the lead facilitator for the program.
As the use of traditional methods of recruiting decline, human resource managers must develop new approaches and tools to recruit top talent. Hiring managers are often faced with wage pressures (particularly within private companies) and a lack of qualified workers. To effectively compete in the talent marketplace, organizations are leveraging a rich blend of methods in order to identify and recruit the best human capital that they can.
Modern HR practice suggests that the difference between successful and struggling companies can be found in employee engagement. Those companies who engage employees to actively participate in the success of an organization report greater productivity, morale, innovation and health. Most companies offer rewards as a way of promoting employee engagement. Yet very few have analyzed the reasons why employees are not engaged.
As demographics, technology and social media change, so must approaches to recruiting talent.Companies who establish innovative recruiting practices will have a competitive advantage for attracting quality candidates. Applicant Tracking Systems (ATS) are a key component of this. Their ability to provide an improved candidate experience leads to a greater talent pool from which to draw and, by automating routine recruiting activities, also provides Human Resource (HR) professionals and hiring managers time to focus on other aspects of recruiting.
In February 2011, the IRC surveyed HR professionals across Canada to glean their perspectives on HR, the challenges and priorities for HR departments, and the kinds of skills and knowledge that are perceived as critical for the practice. This article provides a synthesis of some of our data. Please note that a complimentary copy of An Inquiry into the State of HR in Canada: Executive Summary is available for download from the Queen’s IRC website.
With 18 years of experience as an HR professional, I have observed that most organizations realize that a strong recruitment plan is crucial for the success of any business. Efficiently recruiting and hiring the right candidate is critical in today's competitive market. One technique that has become widely used in the recruiting process is the art of behavioural interviewing.
February 2012 marked the launch of the IRC's new research initiative, Opinion Polls, that address hot topics facing Canadian human resources (HR), labour relations (LR), and organizational development (OD) practitioners. The IRC's inaugural opinion poll addressed talent management, and the ways in which Canadian organizations recruit, retain, and develop their talent. This article summarizes some of our findings. All reporting is based on aggregated data.
The ubiquitous term "war for talent" was coined in 1997 by management consultants McKinsey & Co. The consultants had conducted a year-long study and had concluded that the most important corporate resource over the following two decades would be talent. The demand for smart, technologically savvy, and globally astute businesspeople, they said, would outstrip the supply.
Organizational development and change management more than ever before are being linked to learning and talent development, according to a report recently published by the UK-based CIPD. “It is clear that organizational development and design will become increasingly important as organizations seek to change, innovate and to link learning to organizational goals,” according to CIPD’s …
You would think, in this money-mad society, that most people make their big work-related decisions on the basis of maximizing their compensation. And you would be wrong. In fact, social scientists will tell you that most people satisfice; that is, they choose an action that is merely “good enough” rather than optimal. For example, when …
In December 2008, Hilary Sirman of Queen’s IRC spoke with Antoinette Blunt, President of Ironside Consulting Services Inc. and President of the Human Resources Professional Association of Ontario, about the current and future state of the Human Resources profession. Amidst increasing global competition, wars for talent, economic uncertainty and generational differences in the workforce, human …
Do unionized organizations in British Columbia face a greater challenge attracting and retaining new post-secondary graduates? Does the often adversarial nature of the union-management relationship translate into a culture that is perceived as negative and inconsistent with Gen X-Y workplace values? To what extent does a perceived negative workplace culture affect their decision to join …
Employee engagement is a top HR priority for the Ontario Public Service (OPS), says Richard McKinnell, a senior OPS manager and the 2006 Amethyst Fellow at the Queen’s University School of Policy Studies. Richard – former Assistant Deputy Minister in Corporate Services Division, and a Director of Communications for several ministries, including the Centre for …
Market pressures force organizations to change rapidly. Given this unrelenting pace, leaders find they no longer can mull over decisions before taking action. Organizations must be nimble in considering and acting on changing needs in staffing. Leaders must ask…