When leaders see the potential value of new talent brought into the organization, they can tap into that value and provide a wide berth for innovation to occur. Undoubtedly, some positions are more key than others, but if companies are hiring using a methodology that can identify desirable traits that align with the company’s values and mission, all people brought on should be key contributors as they are aligned with the company for success.
The sales executive’s role is probably one of many like it within the organization. Still, sales executives often times serve as the face of the company and represent the organization externally in different capacities, not all of which are sales. These individuals may be members of a local organization where they provide volunteer time and may even sit on the board of another organization. This is a very visible representation and one where the sales executive speaks on behalf of the organization in a business capacity. Given this, would you consider this role less important than the CTOs? Maybe or maybe not, but each position yields a different ROI. Hence, there needs to be a different approach in regard to specific talent management practices and how they impact the company’s overall business.
One thing is for certain, hiring new employees and training existing ones should be aligned closely with the business imperatives of the organization. As businesses grow, expand their services, establish a footprint in other areas around the Globe, or tweak their existing products and offerings because of upgrades or enhancements, due consideration of the employee population should be included in the mix of your business strategy. A hard look at your current business and what your projections for company growth and expansion of products and services will look like in five years and beyond will impact the people you hire and train today. Understanding the impact of each division, department, team, and individual should not be a siloed evaluation. All parts and pieces are links in a chain that make up your company’s foundation. When one is weak, the strength of the other links becomes compromised. It may not be apparent immediately, but over time you may experience problems in customer service, low production numbers, disconnects with prospects, and high employee turnover, all of which can lead to downturns in revenue or profits. When this occurs, a prompt investigation into all aspects of your business, including who and how talent is sourced and brought into your company, should be considered, as this may be where the root of the problems are based.
There are times when leadership can be so focused on particular outcomes of their business that they fail to acknowledge other important factors, such as what recruiting tactics are used to source and qualify people to advance and align with the organization.
One overlooked item is assuming that the recruiting team is informed and up-to-date on company goals and any subsequent changes to the short-term and long-term business imperatives. Are the job descriptions indicative of what skills and experiences are needed to build the foundation for the future? Do the hiring managers understand what they need to evaluate when considering people to fit the current role and how the candidates’ skills will impact the future of the role? Is everyone aware of the company’s direction and where the company needs to be in five years? Ten years? Do they know what the success profiles are for each position? These are all questions that must be answered before they can fully execute in accordance with the company’s plans.
Employee training is another area that can be out of sync with a company’s business imperatives. Even talented contributors need training, if for no other reason, than to be kept up-to-speed with the implementation of new technologies, policies, products and services. By offering training, employers stand a much better chance to retain desirable employees, as well as determining who is open to learning and embracing the company’s evolution. Keep in mind, training is an investment in your most precious asset… your employees.
Ultimately, communication is going to drive much of what your employees know or don’t know about the company’s short- and long-term business objectives. Leadership needs to decide what kind of info will be shared, with whom and why, as well as present that info so it’s understood by all people receiving the message and resonates with each person’s level of understanding. The obvious conclusion is to assume the mission, vision and company’s values are well understood by all and are unwavering, so when making adjustments to the business plan, this understanding helps drive the point home and makes adoption of the plan easier.
Talent management is more than having a succession plan. It’s understanding the value each position offers and capitalizing on that value in the present with eyes towards the future. Also, external factors such as demand, the market cost to fill certain positions, the economy, geography, Visas, etc. will also impact the alignment of your talent and company-wide business strategy. Items to consider include, but are not limited to:
There are many answers you need to uncover to truly understand the importance of how talent acquisition and your business strategy should be closely aligned; the list above is only a starting point. Keep in mind, the goal should always be to reduce risks and manage the factors within your control and it begins with a shared vision.
— Previously posted on TalentCulture.com 2/16/17