28th June 2017
Do Not Miss GlocalThinking’s Monthly Selection of the 5 Best HR Blog Posts Worldwide:
In my previous piece, where I shared the story of how a past leadership failure helped me to learn to become a better listener, I pointed out that one of the keys to effective leadership is learning to be more inquisitive.
Now the importance of inquisitiveness in today’s leadership is fairly obvious considering how much faster we have to operate and make decisions, if not also how quickly things can change. That’s where we gain the benefits from being more inquisitive, and not just in gaining clarity regarding the challenges and opportunities before us, but also in how this simple conversation tool helps to nurture and strengthen relationships with those we lead. (…)
In our experience, managers tend to focus their innovation efforts on processes that are either large in scale (new products and business models) or swift in development (hackathons, rapid prototyping, or emerging platforms). There’s nothing wrong with this, per se, as both approaches can pay huge dividends. But there’s also another type of innovation that is more gradual and smaller in scale.
We call it slow innovation.
Slow innovation projects can be just as impactful in the long-term. However, they are difficult for organizations to propose, prioritize, and fund. Their scope and pace often run counter to the rhythms of company goals. Their extended timelines struggle to weather leadership change. And, for those managing such projects, it can be difficult to sustainably guide them through circuitous organizational terrain. (…)
Finding highly skilled talent, especially IT professionals with expertise in the areas of cybersecurity, cloud computing, data analytics and mobile strategies, is difficult today. When it comes to technology recruiting, in a market with low unemployment, we’re seeing a definite talent gap, and companies are competing over the few candidates who have the increasingly specialized skill sets they need.
Interestingly enough, the lack of qualified candidates isn’t slowing down hiring plans. In fact, in the second half of 2016, 84 percent of CIOs reported they intend to bring in new tech talent to expand their teams or to fill open roles. But finding the talent to fill these jobs may not be easy. To be successful and to find the right people needed for these critical tech roles IT leadership and HR departments have to work together. It’s imperative. And it’s the only way to identify and recruit these highly sought after IT candidates effectively.
HR today is not about HR: it’s about the business, Dave Ulrich tells Oxford Saïd:
“HR today is much more subtle and complicated than it was 10 years ago. As a profession there is much we need to learn and unlearn.”
Dave Ulrich, Rensis Likert Professor of Business at the Ross School, University of Michigan, and a partner at The RBL Group, was speaking to an audience of HR professionals and business leaders at Saïd Business School on 6 June 2017. In a presentation that was both warm and challenging, he happily responded to audience questions and explored various intellectual and practitioner byways as he described his view of the future of HR. (…)
Organisations are unnecessarily spending millions of dollars in changing their recruitment approach for Gen Z workers, according to CEB (now Gartner), which said business would be better off focusing on a more holistic approach to workforce planning and talent acquisition.
“Organisations around the world have spent thousands, if not millions, of dollars adapting their recruitment processes and workforce cultures in a bid to appeal to what they believed were the unique employment preferences of millennials,” said Aaron McEwan, HR advisory leader, CEB (now Gartner).