Why collaborative cultures attract the best people
I had a conversation last week which reminded me of the main reason that I prefer collaborative working environments - because co-operation invariably attracts the very best people. Here are just five reasons why:
In part 2 of this exclusive video series, Tim Ackermann (Head of Talent Acquisition Experience at Lidl) discusses how employee experience is integral to talent acquisition and candidate experience. He highlights how to obtain a holistic picture of experience, not engagement, and combine the different measures around the organisation to ensure they all serve the same goal.
One of the challenges involved in building a high performing team is selecting the right people. You can’t build a high performing team with low performing people so who you let into your organisation matters. It is arguably one of the most important decisions you make especially if your team is small.
Hiring someone is supposed to give your team (and you) a great level of capability. You should be able to deliver more. But if you get it wrong and hire the wrong person you will create management challenges that take up your time rather than ‘free up’ your time.
In business and particularly in HR we talk about ‘fit’. The right fit for the role, team fit, cultural fit, it’s all about fit and often as people we expect to fit in or try our best to so that we feel a sense of belonging.
Brené Brown talks repeatedly and more so in her latest book Braving The Wilderness about the differences between belonging and fitting in, and that if we ‘fit’ we lose some of our self, some of our authenticity, because to fit, we have to change who we are at the core.
'Culture is how people behave when no-one is watching’. That was the definition used by Bob Diamond, the Chief Executive of Barclays Bank. Under his tenure, Barclays’ employees were found to be rigging the LIBOR rate for which the bank was fined £290mn. I doubt Bob knew that this was going on but he has to take some responsibility for creating a culture which allowed this to happen. It is an example of how the ‘win at all costs’ mentality can have disastrous consequences.
It’s common to hear that organizations value talent. In fact, it is common sense to relate talent to success. Hence, organisations seem to be interested in recruiting and hiring talent for growth purposes and tend to promote talent management as part of their business strategy. So far so good, right?
Well, what if I told you that talent is not always that easy to manage and even more shocking is that not every organisation is really interested in talent as such, like they might think. I know, this sounds strange and out of place, but talking about talent is not that simple.
When it's white, windy and cold outside what do you do? I think it’s a great time to S.O.U.R.C.E for top-talent. Here are some of my quick-tips:
S - Simplify your approach & your in-mails. Lead your email with, “It’s cold out today, but this opportunity it Hot! Let's chat!”
O - Open your mind to other ways, tools, and means to reach your talent pool. “Have you thought of everything?” #twitter #googlesearch #coldcall #instagram
Thank you to everyone that attended our latest specialist HRTN Reward event, chaired by Jeff Bakes, Reward Director at PwC. These are the thoughts taken from that event, held at the Haymarket Hotel on Thursday 7th November.
Traditional reward functions often encompass analytics, performance, HR systems and benefits; but with learning and recruitment processes often outsourced, is there still a need for an HR Director or are Reward Directors taking their place?