2016: The Transformational Employee Talent Profile

I would categorize the 2010’s as the decade of transformation. In 2015 we continued to see organizations execute strategies to “transform” their business to increase revenue and lower operating costs.

Uber was also in the spotlight in 2015. It’s a great example of a business that used technology to evolve the traditional taxi service model. Despite protests, public opinion and demand have resulted increased market share for Uber, eroding the existing taxi monopoly. The lesson is companies can’t afford to be complacent or behind the times with technology.

uberx

For many organizations the transformation journey has been challenging. Strategically, culturally and operationally, the end state requires employees to abandon the “old ways” and become more agile, adaptive, innovative and insightful. The diagram below shows a few examples of what the transformation has looked like for many organizations.

transformation

As employers re-tool their workforce, they’ve also realized they need to attract and retain talent that can sustain the new workplace. As change becomes more rapid it will be too expensive for employers to continue to downsize and attract new talent as strategies change.

This means HR will need to re-think about how they define success profiles, or what I call the Talent Profile of the Transformation Employee. After transformation, the workforce promotes change; talent is fluid and able to move into different roles as the business grows and changes. Instead of traditional recruitment practices that focus on screening for specialized job knowledge, the focus shift to screening on for behaviours, attitudes and the willingness to embrace and promote change. Employees would learn the specialized knowledge they needed to enable them to move into other roles. Research shows it’s easier to learning something new than it is to change behaviours[1].

Employers are also under pressure to deliver a work environment that will attract and retain the transformational employee they seek. The greater the match between the successful talent profile and the employer’s value proposition the greater probability the employee will stay.

transformation_profile

2016 will be a pivotal year for talent in the workforce. More than 3.6 million baby boomers will retire this year[2]. It will also be the first year Gen Z graduates will enter the workforce[3]. More digitally advanced in technology and open to trying new things than Millennials, they will seek jobs that match their technology and work-life style needs. In 2016, Millennials will comprise the same percentage of the workplace demographic as Gen x’ers. As we approach the end of the decade, Millennials will comprise 50% of the workforce; with Gen Z comprising 20%[4].

millennials

Millennials in the workforce- Source: [Footnote 5]

Companies such as Uber, Airbnb and Task Rabbit will continue to compete attract candidates with offers of C2C entrepreneurial and flexible work arrangements.

genz

Gen Z – Source: [Footnote 6]

As we begin 2016, I wish each of you a wonderful happy, healthy and prosperous new year. May your transformation experiences be successful!

I’d love to hear about some of your transformation stories. Please share them with me on LinkedIn or twitter@AnnzalieBarrett on Twitter.

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[1] http://www.reliableplant.com/Read/28781/learning-change-behavior
[2] http://www.forbes.com/sites/danschawbel/2015/11/01/10-workplace-trends-for-2016/
[3] http://www.forbes.com/sites/danschawbel/2015/11/01/10-workplace-trends-for-2016/
[4] http://www.businessnewsdaily.com/8280-generation-z-workplace.html
[5] https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf
[6] https://www.visioncritical.com/generation-z-infographics

Is Resistance to Social Media @ Work Futile?

SEO Manager, Community Manager, Mobile App. Developer, Virtual Lead Generator and Recruitment Optimization Specialist. Most of these jobs were unheard of ten years ago. The high rates of user adoption on social media platforms have created new jobs to support technological development and new ways of working. Traditional jobs have also evolved as social tools permeate into our day to day work. Companies have realized they need to embrace social as part of their overarching strategy in order to remain competitive in the market. Resistance to social media may not only hinder company performance, but can widen the skill gap between you and your competition in the job market.

Don’t believe me?

Selling-Through-Social-Media-to-Close-More-Leads-InsideviewLet’s take a look at sales as an example. Traditionally sales people spent a significant amount of time cold calling and cultivating relationships to build their client base. There were limited ways of tracking information, let alone mapping out connections. Social media has revolutionized the approach to lead generation. Virtual networks help sales people identify, learn and connect with potential and existing clients by showing recent activity, new connections, job updates, people movements, status updates, etc. The savvy salesperson uses social media platforms (LinkedIn, Facebook, Twitter, Google+, etc.) to market themselves, and research people they want to get in touch with before making a call. The picture above shows the correlation between social media usage and increased lead generation.

Traditional Approach                                       Savvy Approach

  • Blind cold calling to generate leads      Uses social to research leads/ introductions
  • Relies on paper                                      Leverages mobile to get information on the go
  • Manually track clients                            Leverages social /CRM
  • Not on social media                               Use social media to engage and communicate

How about Marketing? This one is a no brainer. The introduction of targeted content marketing on the internet andsocial-media-industry-report-benefits-marketing-stelzner-march-2009 social platforms means messaging is reaching relevant audiences. So, if you’re a sales professional you won’t see job adverts meant for java programmers. Social media data also provides key insights to understanding consumer preferences, demographics and metrics around success/failure of targeted messaging. Content marketing has also evolved to become interactive. Savvy marketers know that fostering engagement between the company and their audience through a social forum builds brand awareness and relationships which can translate to new customers and customer retention.

Traditional Approach                                   Savvy Approach

  • Relies on push content strategy          Creates an interactive strategy to foster engagement
  • Limited/static social presence            Offers content types through social platforms
  • No mobile strategy                              Optimizes content for mobile

Recruitment has typically been an industry leader using social media . New-Rules-of-Recruiting-PromoNew industry terms such as Recruitment 2.0, Social Recruiting and Social HR have emerged to describe the shifts in recruiters work and tool kit. Think about it. Job boards, applicant tracking systems and staffing vendors were key sourcing channels to generate a just in time candidate pool. However, high memberships on social platforms have resulted in a shift to proactive sourcing to seek out the best candidate instead of just relying on the applicant pool. The savvy recruiter participates in social media to promote their brand, connect, search through networks and leverage managers networks to build proactive pipelines.  Savvy campus/college recruiters understand that pro-actively cultivating relationships with students and providing a forum to interact builds an emotional connection to the company and brand.

Traditional Approach                                       Savvy Approach

  • Spends time screening out applicants    Pro-actively searches and engages candidates
  • Requisition based searches                     Uses social to build candidate pipelines
  • Relies on career centre postings             Cross promotes jobs on social networks
  • Only interacts on campus                        Uses a variety of social platforms to interact
  • Opts out of using social media                 Cross promotes company social channels

One last point to think about is the new work force. It shouldn’t come as a surprise that young people have the highest

Edison-research-graphuptake on social media platforms (as shown). As they enter the workforce they have an expectation they will use some sort of social media platform (internal or external) in their job to collaborate and/or communicate.  As a result companies have started to transform the way they communicate, engage and collaborate internally.

So, to stay relevant and competitive you need to be willing to embrace new ideas and adopt change.  Job descriptions now incorporate using social tools as part of day to day operations. Whichever way you look at it, social media at work, is inevitable. Which means resistance to social media in the workplace is futile.

By: Ann Barrett, Director eRecruitment & Social Media Strategy