Diversity

Shout out to the Most Influential Minorities in Cable as showcased in CableFAX’s Diversity issue.

Special congratulations to all of the recipients, including leaders, influential, techies, and the EMMAs.

Diversity-Congrats

Read full article.

 

The Evolution of the C-Suite

It’s not about being creative or quirky, it’s simply that new executive titles are quickly emerging. The volatility of the economic climate in the past decade has resulted in many changes to the business and economic landscape. Disruptions to the organizational structure includes changes in the C-Suite as businesses adapt to emerging technologies and the resulting leadership requirements.

But seriously, Ninjas, Evangelists, Muses, and Gurus? Yes – they are out there – the Chief Evangelist Officers, Software Development Ninjas, Human Factors Gurus, Innovation Muses, but the trend is moving more toward the fundamental style titles which show deliberate inclusion in the C-Suite, with little or no ambiguity about corporate responsibility.

Traditionally, C-level positions were focused on operations (COO – Chief Operations Officer), finance (CFO – Chief Financial Officer) and information systems (CIO – Chief Information Officer). But now we are seeing the inclusion of many more in executive teams, like CDO (Chief Digital/Data Officer), CINO (Chief Innovation Officer), CPO (Chief Privacy/Procurement Officer), and CSO (Chief Strategy/Sustainability Officer.

Scott Spreier, Senior Consultant with the Hay Group, a leading global management consulting firm, says “Look beyond the titles. What is critical in creating such roles is first understanding the size and scope of the role. Is it a strategic role or a more tactical, operational role? Is it directly linked to business results, or is it more advisory? These factors all shape the accountabilities of the role and the skills and competencies necessary to execute those roles.”

charts_v2Critical talent needs are now emanating from areas including innovation, new management theory, increased business regulations, increased focus on markets and customers. Now, we’re seeing titles like Chief Customer Officer, Chief Learning Officer, Chief Ethics Officer, Chief Knowledge Officer, Chief Compliance Officer, Chief Experience Officer, Chief Sustainability Officer, Chief Growth Officer, Chief Risk Officer, Chief Commercial Officer, and Chief Marketing Officer.

According to a January 2012 research report by Gartner, by 2017 the Chief Marketing Officer, one of the top additions to the C-suite, will outspend the CIO on technology. And the Chief Digital Officers, who, also according to Gartner, could only be found in 6% of organizations in late 2013, will soon not be alone. It’s predicted that by year’s end that number will skyrocket to 25%.

EQs_v2Going forward, C-level executives will not simply manage their own business areas; they will be active members of the firm’s senior leadership who advise the CEO on key decisions. As one executive recruiter put it, “The C-level person today needs to be more team-oriented, capable of multitasking continuously and leading without rank, and able to resist stress and make sure that his subordinates do not burn out. And he needs to do all of this with a big smile in an open plan office. In other words, we’re looking at a whole new breed of top executive.”

With all of these new potential C-level leaders, most businesses need to determine which are appropriate for them and if there is room for them at their next board meeting. And even more important, where will they all come from?

TD Madison is known as the go-to firm for executive sustainability in information and technology talent solutions.  We welcome your thoughts and discussion.

Csuite-Header

Take Tech Talent to the Next Level

header

Join us for SCTE’s Cable-Tec Expo®
October 13-16, 2015
New Orleans, LA

The SCTE’s Cable-Tec Expo focuses on the exchange of technical knowledge and provides an enormous opportunity for thousands of cable and engineering professionals to discover and learn the latest and greatest when it comes to technology. We are excited to be attending and are looking forward the opportunity to create new strategic relationships with industry leaders and technology executives.

At TD Madison & Associates, we are focused on serving the cable technology industry by providing leadership consultation, executive recruitment services, as well as interim and contract recruitment. We recently worked with SCTE to place their new Vice President, Learning and Development, Reni Gorman. The newly established position will enable SCTE to better serve their members’ educational needs by utilizing technology more effectively.

Our goal for attending this year’s SCTE expo is to connect with companies who are in search of enhancing their technology game when it comes to leadership. We are active and current with key talent in the leading edge technologies, including DOCSIS 3.1, Fiber, IoT, Energy, and Advanced Wireless and Digital.

Beignet-CircleWe rely on a Behavior-Based Interviewing (BBI) and 7 Point Leadership Model to identify and align leadership teams for success. We understand that leadership is comprised of multiple internal and external factors and would love the opportunity to explore how we could help you with your technology leadership needs. Shall we meet for beignets?

Simply click the ‘Let’s Meet’ button below to schedule a meeting now or contact me at dmadison@tdmadison.com, 757-425-9950. We look forward to discussing how technology leadership can help advance your business goals for success.

button

 

 

 

 

For more on the services we provide, click here.

In the News: TD Madison & Associates Places Reni Gorman as the SCTE’s First Vice President, Learning & Development

Virginia Beach, VA, July 22, 2015 — Executive search firm, TD Madison & Associates, announces the placement of Reni Gorman as the Society of Cable Telecommunications Engineers’ (SCTE) first Vice President, Learning and Development. Through extensive research into the learning and development communities of technology industries throughout the U.S., TD Madison & Associates identified Gorman, an award-winning expert in performance improvement and learning strategies, as an outstanding contender for the position. The placement signifies a major step in the SCTE’s unprecedented expansion of its industry-leading education and certification capabilities, currently serving well over 20,000 members.

Gorman, whose innovative, strategic approaches have been implemented across multiple industry verticals, will be responsible for bringing to cable system operators and vendors the next phase of SCTE’s professional development evolution.  “Reni Gorman’s expertise in cognition and her ability to create and implement cutting-edge instructional architectures will be invaluable assets as we create the learning, certification, and measurement tools our MSO and vendor partners require,” said Lindsay Johnston, Senior Vice President, Operations, for SCTE.

Gorman is a proven leader in leveraging web-based platforms to drive educational results. She has held positions as Director of Interactive Technology, President and Chief Strategist, and Vice President of Global e-Learning and Talent Management for the companies Merrill Lynch, Pierce, Fenner & Smith, Minds Rewired, and Morgan Stanley, respectively. She also founded and served as President and Chief Strategist for Palamate, a consultancy that worked internationally to design and develop interactive, engaging e-learning experiences.

Dean Madison, CEO of TD Madison & Associates further commented, “We are very excited to have had the opportunity to work with SCTE in finding the right candidate for their newly created Vice President, Learning and Development position. Gorman’s expertise and attributes dovetail with that of the SCTE and their vision for the future.”

Gorman holds a B.A. in Communications from Rutgers University and an M.A. in Cognitive Studies and Intelligent Technologies from Columbia University Teachers College, from which she graduated with highest honors.

About TD Madison & Associates

Founded in 1999, TD Madison & Associates (TDM) is a leading technology executive search firm specializing in the broadband and telecommunications industries. With over three decades of experience, TD Madison & Associates operates on the premise that truly exceptional companies have truly exceptional leaders. We serve as a corporate executive partner who focuses on aligning leadership teams for long-term sustainability and continued success. For more information, visit www.tdmadison.com.

About SCTE

The Society of Cable Telecommunications Engineers (SCTE) is a non-profit professional association that provides technical leadership for the telecommunications industry and serves its members through professional development, standards, certification and information. SCTE operates globally via its International Society of Broadband Experts (ISBE) brand. Visit SCTE online at www.scte.org. Connect with SCTE at www.scte.org/socialmedia.

Needle in a Haystack

The High Demand and Low Supply of Talent in Technical Industries

35% of more than 38,000 employers cited difficulty hiring for positions due to lack of available talent. The struggle many employers face to fill roles with talented individuals is like trying to find a needle in a haystack.

Why has the demand for executive talent become harder to fill?

One reason is that tech industries are rapidly changing and growing, creating new positions and impressive projections for continued growth. At the same time, only 16% of high school students are proficient in math and show interest in STEM fields (Science, Technology, Engineering, and Mathematics) and overall the rate of students finishing college is declining. Baby Boomers are starting to retire and their replacements, the Gen Xers, are a generation half of their size. A smaller workforce with higher growth projections points to future struggles finding executive talent.

Another piece of the puzzle is that even those who do have interest in or work in STEM fields may not have the opportunity to work their way up in an organization. In technical fields you need more than skills and knowledge, you need exceptional abilities to advance beyond the role of contributor to an executive role, including leadership and communications abilities.

The search for the needle (talent) in the haystack (technical companies going head-to-head to snatch up individuals with the right skills) is becoming increasingly difficult. Many companies agree that this has a strong negative impact on strategic investments and can lead to delays in new initiatives. From a big-picture perspective, this problem also causes many companies to outsource jobs abroad, despite the number of unemployed or underemployed in this country.

If you are lucky enough to find the needle in the haystack, hanging onto said person is also becoming increasingly difficult, as companies are vying to snatch up leaders with skills and experience, and may target your best talent. As a company looking to find and keep talent, it is important to create a positive organizational climate, or an individual may be inclined to work for a different organization they feel is better suited for them.

TD Madison & Associates is known as the go-to firm for executive sustainability in technology-centered talent solutions. We customize our approach to leverage our understanding of the complexities and nuances that surround each and every unique position. With more than 30 years of industry experience, we excel in finding and placing best-in-class industry talent for senior-level positions including CEO, COO, CTO, CIO, SVP/VP, VP level technology, engineering, operations, sales, product management and learning and development positions. For every placement we fill, we guarantee the individual has the qualities and expertise that are required of the position, align to the company’s culture, and knowingly will help move the company’s vision forward.

haystack

The War for Data Talent Invades the HR Department

I attended an event recently where the topic was The Power of Data. A moderated panel provided a lively and very informative discussion about how data drives a vision of economic and technical innovation in their organizations; how data can be a true game changer. I came away from that meeting with a lot of information, numbers, predictions and even warnings. One of the panelists said something that stuck with me, and as I recall she said it several times during that discussion: “Done is better than perfect.” What she meant was that companies have to do something; they cannot wait until everyone is comfortable with big data because by then it will be too late. Plenty of data is coming in. But collecting it and storing it is just a step. The data has to be analyzed so that it can be used in an actionable way that drives desired business outcomes. “Done is better than perfect.” It reminded me of the classic response to someone who says she or he isn’t ready to have a baby yet: “Oh, but if you wait until you are ready, you’ll never have one…”

Other nuggets I heard that day: 80% of companies analyze their data, but only 25% of that 80% derive any strategic value from it. Thirty-three percent say they need to develop a strategic plan for it — policies, procedures and infrastructure. Governance. This is when people get hesitant about moving forward.

Chances are that you, the HR executive, have already had conversations with other business leaders in your company about the need for data talent, either immediate or in the near term. Are you looking for a data scientist? Will that person be reporting up to a senior IT leader or marketing? The competition is fierce for this talent. The Googles and Facebooks of the world are offering whatever it takes to get them on board. Last year, the Harvard Business Review named data scientist as the “Sexiest Job of the 21st Century.” Accenture’s research says there is a critical mismatch between supply and demand for analytics talent—the people with the ability to use statistics, quantitative analysis and information modeling techniques to make business decisions.” And the HR department needs this talent, too.

This new type of human resource, a data-savvy, analytic leader, is a hybrid, combining four types of professionals into one: business-person, people-person, statistics-person and an information technology person. Finding someone with all four of these traits is very challenging. This hybrid leader is not only able to solve problems, but just as importantly, find the unsolved problems. HR professionals have been collecting data for a long time, keeping records of employees’ personal information, compensation histories, performance reviews and retirements; but that data needs interpretation. This is not the analytics manager who is benchmarking and tracking efficiency metrics, like time-to-hire. Scorecard metrics and benchmarks are important, but these activities are not the same as analyzing data and showing its business value: connecting process and outcomes.

What are the goals in HR leveraging big data?

  • To understand the past and present, and then to predict the future, basing all of these insights on facts and data
  • To conclusively articulate the direct impact and value of HR processes and initiatives (the people data) on important business outcomes.

In the article “Moneyball & The HR Department,” The Wall Street Journal reported: “The Human Resources department is known for being touch-feely, but in the age of big data, it’s becoming a bit more cold and analytical. From figuring out what schools to recruit from, to what employees should be offered flexible work arrangements, data analytics are helping HR professionals make more informed decisions.”

Josh Bersin, Principal and Founder of Bersin by Deloitte, says that the big data revolution is now penetrating the HR industry, and while some companies have a progressive view of how data analytics can help HR departments, most don’t. Other sources report that fewer than 18% of business leaders trust talent data and insights coming out of HR, and 80% of those leaders believe their HR staff does not have the skills to improve their analytic capabilities.

This critical need for talent was further validated by a panel discussion hosted by Georgetown University’s Human Resource Management program. The panel members agreed about the disparity between what is needed and the skills that currently exist in a typical HR organization. The program’s Senior Associate Dean Christopher Meltzer, Ph.D., talked about how HR personnel need to be as “competent in discussing data as they are in addressing typical HR topics like recruitment and retention.” Another panel member Lee Webster, Director of HR Standards at the Society for Human Resource Management (SHRM), stated, “The HR professionals of the future have to recognize that the only way we can make compelling, lasting change in organizations is not only that we’re very good with the qualitative part of our roles [but] we have to be able to speak in terms that are compelling on the quantitative part of our roles.”

What skills do effective HR analytic leaders need?

  • To be constantly curious
  • To be highly capable of discovering patterns and finding relationships in complex data
  • To know the difference between correlation and causality
  • To be able to tell stories with the data
  • To be able to connect their work directly to boardroom priorities
  • To possess a combination of business acumen and understanding of models along with analytical skills to interpret the information
  • To be able to envision what might be, with the ability to build scenarios and queries to investigate that hypothesis, and to communicate this to the company leadership in language that makes sense to them, i.e., business language, not “HR” language.

How do you attract this talent into HR analytics?

Get competitive! Start talking about it. “Done is better than perfect.” It won’t transform overnight into the dream job, but momentum can begin. Start small. Start with the position description and the title. The compensation structures need attention. HR organizations don’t typically pay as much as marketing or finance organizations for their analytic talent. Candidates aren’t exactly lined up at the door for these positions. Further, companies do not do a great job of selling this opportunity. Prospective candidates need to become aware of the exciting nature of the work and the participation in formulating key elements of a company’s strategy.

Some research suggests that giving HR analytics team members a seat in the corporate boardroom will increase a company’s chances of recruiting high-level analytics talent. Christopher Collins, Professor and Director of Cornell University’s Center for Advanced Human Resource Studies, stated, “It says a lot about a company when [it has] an analytics person who is a direct report to the Chief HR Officer. That sends a strong signal as to the value and importance of analytics as opposed to just embedding it deeper in another function.” Key stakeholders need to understand the value of HR analytics and how using science in the selection, management and alignment of people can be applied to specific lines of business, ultimately enabling executives to make better decisions.

Uncovering Leadership

Uncovering talent and leadership can be a daunting task for an average company to undergo. The complexity of the business environment makes the notion of a leader being an expert irrelevant, as no one can truly be an expert in every area that requires expertise. Instead, there is a shift in emphasis to develop leaders that lead in a different way – and that is via innovation. According to Linda Hill, the Wallace Brett Donham Professor of Business Administration at Harvard Business School, “Innovation is almost always a collective process, the harnessing of the creative talents of a diverse group. Making such a process work is something I call leadership as collective genius.” This style of innovation allows leaders to both unleash and harness team members’ creativity.

A great example of uncovering innovative leadership is demonstrated in one of our recent projects. We engaged with a cable technology company looking to find an experienced technical expert and leader who could manage, lead, and inspire from within their organization, as well as take on a more expansive and influential role in the industry-at-large.

To kick things off, we worked closely with the company and outlined the specific requirements for the position, including skill set, culture, and company objectives. It was further articulated that the individual selected needed to have an extensive technology background to successfully and strategically lead the organization to attain committed goals and objectives while simultaneously managing the technical operational budget and resources. Finding a candidate with the ideal background and expertise would be key, but it was not the be-all-end-all. Just as important was the need to find someone who would lead through innovation.

Our team developed a customized search strategy, harvesting a list of individuals whom possessed the qualifications at hand within the necessitated geographic location. Personal reach was then made to each individual on the list to learn more, explore mutual level of interest, and assess experience and career goals.

From there, our team evaluated each candidate’s logical background of industry experiences that could support the position. Relying on Behavior-Based Interviewing (BBI) and our 7 Point Leadership Model, we assessed each candidate to measure their performance, as well as predict how they would fit the position. BBI was also used when interviewing references. We narrowed the search by contrasting resume factors with how the candidate would fit and contribute to the company’s innovative leadership goals.

After arriving at a very small subset of candidates for consideration, multiple members of our team independently interviewed and met with each candidate face-to-face – spending on average over 17 hours with each. From there, candidates were then asked to meet with and make a specified presentation to the hiring company’s search team of three individuals. Relying on the presentation’s success, the search committee’s input, and our team’s findings, recommendations were made for which candidate would best fit the position.

This comprehensive and vigorous methodology for uncovering leadership was beneficial to the client as they were able to select a candidate not solely based on pure interviewing skills and resume credentials, but also by their actions, personality, and ability to lead via innovation. The cable technology company was able to focus on expanding their vision while simultaneously finding the right candidate.

TD Madison & Associates specializes in recruiting senior level technical talent and ensuring the right fit for the opportunity at hand.

The War For Engineering Talent

STEM Facts:

(“STEMtistics”)

 

80% – Jobs requiring technical skills set in the next decadeSTEM

6% – 9th graders in the U.S. choosing a STEM degree

45% – 2011 U.S. high school graduates who are ready for college level math

30% – 2011 U.S. high school graduates who are ready for college level science

38% – students who start with a STEM major do not graduate with one

>50% – of U.S. patents in 2009 were awarded to non-U.S. companies because STEM shortcomings are forcing a hold on innovation

On needing 30,000 engineers on-site to support 700,000 factory workers in China:  “You can’t find that many in America to hire.  If you could educate those engineers, we could move more manufacturing plants here.”

– Steve Jobs

The SCTE states that “STEM education will be vital to the future of our industry as we work to drive increased engineering literacy and up-and-coming innovators to create the cable networks and technologies of tomorrow.” 

A few weeks ago at the SCTE Cable-Tec Expo in Atlanta, attendees could visit the “Robot Arena” highlighting the SCTE’s partnership with FIRST supporting the FIRST Robotics Competition and other STEM building youth challenges.  This was a great way to see how a professional association can support and participate in these important educational programs.

 

 

What is STEM?

 

The term STEM was coined at the National Science Foundation (NSF) as a way to encompass a new “meta-discipline” that combined science, technology, engineering, and mathematics subject areas. This new discipline was meant to transform traditional classrooms from teacher-centered instruction into inquiry-based, problem solving, discovery zones where children engage with content to find solutions to problems (Fioriello, 2010). It is a way of looking at and solving a problem in a holistic way, seeing how the components of STEM interact with each other. Put simply, it is the intersection of science, technology, engineering, and mathematics. It is problem based. It is student-centered. It is the applied convergence of these disciplines used to solve a problem.

Engineering Talent

 

As competition in the global marketplace grows for a highly skilled, highly educated workforce that has the ability to work independently and creatively, the STEM approach seeks to meet the challenge. By giving students the opportunity to solve real-world problems in context, students grasp a deeper understanding of the content and how to apply their knowledge in a meaningful way.  (“Engaging Diverse Learners Through the Provision of STEM Education Opportunities” by  Beth Howard-Brown & Danny Martinez)

 

 

The STEM Crisis – What Defines “Crisis”?

 

The STEM Crisis is an ongoing discussion.  For every published piece detailing the alarming shortages of STEM talent, there is a counter-piece calling the crisis a myth.  Highly reputable organizations and agencies release multitudes of studies with frightening numbers and statistics about our workforce being too shallow in STEM talent. But there are growing numbers of posts aimed at debunking the STEM Crisis reports, citing unemployment rates of STEM workers, stagnant pay, outsourcing, and the high numbers of lower paid H-1B visa holders.

 

There is a STEM Crisis, but perhaps it isn’t exactly one particular thing.

 

Increase in Demand for STEM Skills

 

President Obama’s Council of Advisors on Science and Technology stated in 2012 that over the next decade 1 million additional STEM graduates will be needed.

 

What makes these predictions so difficult to get right?

  1. Not all STEM positions are filled by STEM graduates
  2. Not all STEM graduates go into STEM positions
  3. Not all STEM workers stay in STEM positions
  4. The highly competitive Science and Technology driven industries are volatile; predicting STEM supply & demand is an ongoing challenge

It is interesting to consider #3 above:  Not all STEM workers stay in STEM positions – for example, look at the demand for software developers in the Telecom industry.  All sizes of U.S. carriers are hiring software developers to create applications and platforms.  But senior management across product marketing and sales also recognize the value of those software skill sets.

 

AT&T’s Matt Beattie, who directs product marketing for the company’s fiber to the building program says that he likes to hire people who know software because of their critical thinking skills.  “We’re less interested in particular software development skills than in someone who can take a look at a particular problem that a customer is having and use that same kind of critical thinking that you use when you write code.”  (RCRWireless:  “The Telecom Talent Wars” by Martha DeGrasse)

 

Another consideration is that folks who start out in STEM roles may not be able to climb up the ladder the way they want. But that’s not about their lack of STEM skills or knowledge, but the ongoing challenge of being the best person for that higher level job.  Advancing beyond individual contributor roles requires exceptional skills and abilities that aren’t always in a STEM professional’s portfolio; at the top of the list are leadership and communication.

 

Under-representation of Women and Minorities in STEM

 

Not only are STEM fields better served when these populations are at the table and part of the conversation; their communities are better served.  It’s been widely reported by the National Science Foundation, U.S. Department of Education and Bureau of Labor Statistics that students exposed to STEM disciplines are more likely to choose STEM careers, get higher paying jobs and in turn, have children who will attend and graduate from college in a STEM discipline.  All of these elements continue the cycle of success. (“STEM:  Raising Awareness, Expanding Access” by Concetta M. Stewart, Interim President, Mercy College, Oct 2013)

 

What can we do?

 

This isn’t about standing on one particular side of the STEM Crisis debate or getting political.  It is more about how can we, as an industry benefit from increasing awareness of STEM programs and become more involved in helping students/future workers see Cable & Telecom as a desirable place to apply these skills.

 

Some of our industry’s members who are leading the way:

Engineering Talent

TD Madison is known as the go-to firm for executive sustainability in information and technology talent solutions.  We welcome your thoughts and discussion.

The War For Talent Retention

CEO Survey Says…Talent Retention

 

29% – that the inability to find needed talent is impacting strategic investments; have to cancel or delay new initiatives

77% – are concerned about the unavailability of key skills

60% – that the skills gap makes it harder to fill jobs

 

PWC 2012 Annual CEO Survey

“Let’s face it. There are 80 million Baby Boomers who are going to retire over the next five to seven years, and they’re going to be replaced by 40 million Gen Xers. That’s two to one, so you’d better be developing your next generation now if you’re going to be ready for that transition.”

– Michael White, Chairman, President & CEO, DIRECTV

 

Becoming an “Employer of Choice”

The War for Talent doesn’t stop at the point of job offer and acceptance. It doesn’t stop at the new hire’s start date. And it doesn’t stop at the one-year anniversary. The War for Talent continues, but the front changes from “Talent Acquisition” to “Talent Retention.” Successful talent retention is the result of “Talent Development.”

Great talent – those candidates with the exceptional skills and knowledge who are in scarce supply – the people you want…and need…they have choices.  They want employers that are serious about talent development and career progression.

 

Retention Threats

Even the best companies are at risk for losing their best talent. Other companies and recruiters will target their people because they are the best. Most people are networked and relatively easy to reach. If your top employees are not “active” candidates, then they may be “passive” candidates. But where is the threat, really? Research points to internal factors.

Accenture did a well-publicized study about why employees quit their jobs; the top reasons were:

  • They didn’t like their boss
  • Lack of empowerment
  • Internal politics
  • Lack of recognition

According to Gallup’s 2013 State of the American Workplace, 70% of US employees are either “not engaged” or “actively disengaged.”

 

Retention Strategies

  • Make sure the people you don’t want to lose know that you value them and why
  • Provide assessment, feedback and coaching
  • Recognize and reward them
  • Offer ongoing training
  • Create mentoring and development programs
  • Give them a view of the bigger picture
  • Show them there is a future for them in the organization

Bob Moritz, U.S. Chairman and Sr. Partner, Pricewaterhouse Cooper says, “People are more likely to want to work at companies in which they see a future for themselves.”

 

Become a Platform for Talent Development

John Hagel, co-chairman, Center for the Edge, Deloitte stated, “Within any organization, self-improvement is deeply satisfying irrespective of the skill level or position that serves as the starting point. Becoming a platform for talent development can help organizations attract and retain highly skilled people. Leaders who understand the importance of creating systems where employees have continual growth opportunities may find they have tapped into the fundamental human motivation for progress and they may subsequently see significant improvement in innovation, productivity and efficiency.”

 

TD Madison is known as the go-to firm for executive sustainability in information and technology talent solutions. We welcome your thoughts and discussion

The War For Talent

How good is your candidate experience?

Questions

 

WHY – would I want to work here?Candidate Experience

WHAT- is the culture like?

What information do they need from me?

WHO – works here?

HOW – long will it take me to get through this application process?

How long will it take to hear back from them?

 

46% of Candidates surveyed rate their application experience as “Poor” or “Very Poor”

 

64% will share their experience with that company via social media

 

If you google “war for talent” you’ll get over four and a half million results in less than three tenths of a second.  Yet many employers still equate higher unemployment numbers with an abundance of candidates.  It should be like shooting fish in a barrel, right?

 

But it isn’t working out that way.  Critical talent is still in scarce supply – at all levels – and positions are remaining open.  The best talent, the most desirable candidates are very aware that they have choices.  So the question is – what are you doing to get that talent before your competition does?

 

It can (and does) start with the candidate experience.  This does not refer to just an entry level, respond-to-a-job-posting-on-Monster process.

 

Customers, Business Partners, Referrals

 

Job applicants come from many sources, including customers (current and prospective), business partners, investors, referrals from employees, friends and family.  It isn’t just the un- and under-employed looking at opportunities with your company.  The senior vice president candidate presented by your retained search firm is also going through a “candidate experience.”  What is the message of your employer brand?  Are you in control of that message?

 

Start thinking of “Candidates” as “Customers” – and treat them that way

  • Be welcoming and courteous:  well written job posting, acknowledge applicant and say thanks – easily done with an autoresponder
  • Provide information: steps of process, timeline if possible
  • Maintain momentum:  good talent doesn’t stay available for long – be prepared to act
  • Follow up accordingly:  even the rejected candidate deserves a notification

As the saying goes – “a little courtesy can go a long way…”

 

TD Madison is known as the go-to firm for executive sustainability in information and technology talent solutions.  We welcome your thoughts and discussion.