I would like to thank you all for the support you’ve given me over the last two years. When I first started this blog, I never dreamed of the reach it could have and the opportunities it would present. As a blogger, I do believe in keeping a consistent schedule and putting out content that can teach others. As much as I like to strictly follow these rules, there are occasions where I just can’t keep it. This is one of those times.
For the last four years I’ve had the pleasure of living in Charleston, SC. It’s been quite a developmental experience for me as I ventured here on my own to learn how to grow up without the safety net of my family and friends close by. I’m thankful for the experiences I’ve had here but, as of late, I’ve felt the hunger for more and I knew that staying in Charleston wasn’t going to provide me with the things I needed to ensure my continued growth, learning and development.
Recently, an opportunity to move to Boston presented itself and within the next few days I’ll be making my way up north to start a new chapter of my life. Needless to say, it will be very busy over the next few weeks and rather than trying to keep my consistency and risk quality, I’ve decided to take a momentary pause in my blogging schedule.
Many blogs fall off the wayside if bloggers don’t make it a goal to keep a regular schedule, but I’ll assure you that this blog won’t fade away due to a brief hiatus. Once I’m settled in Boston, I’ll be sure to post regularly again. In the meantime, please excuse my break and thank you again for all of your positive support.
Market research is an essential step in the talent acquisition process and, surprisingly, is a step that may be inadequately implemented or missed all together. During my time in recruiting and sourcing roles, I learned how helpful market research was when starting the initial search for candidates. It’s helpful when identifying current supply and demand, challenges and opportunities. It gave me a solid starting point when pipelining candidates, making my search more efficient and effective. It’s also helped me reposition the position to be competitive.
Here are a few simple things you should review while initially performing market research:
- Supply and demand reports: pulling these reports can provide some great insight into the talent market. Understanding how many candidates are available in comparison to posted jobs will allow a recruiter to see what they’re up against. Also, understanding average compensation, popular job titles and typical candidate profiles can allow a recruiter to reposition the verbiage if needed to ensure their job postings are more visible.
- Competitor intelligence: in some cases, the supply and demand reports will also show top job posters in the market. This can make it easy for recruiters to see organizations that are aggressively recruiting for the same types of candidates. In researching these companies, recruiters can develop their outreach and steer conversations with candidates in a way that can highlight positives of the job and company, creating a competitive twist.
- Pipelining: not all markets and job roles are the same, so it’s important for a recruiter to research the most popular resources to find candidates before investing in these channels. Investigate job boards, social media, career fairs, and so on to see the best places to post your job and source for talent.
- Partnerships: building relevant partnerships in the talent market can be a great way for you to get your job in front of the right people and allow for opportunities to network with candidates. Research relevant professional organizations, universities/colleges/technical schools, veteran assistance programs, chamber of commerce associations, professional meet ups, and so on to really get a feel for these opportunities.
Although these are four simple suggestions to initially pull market research, it’s surprising how helpful this information can be. It’s allowed my job postings and networking to become more visible, thus allowing for more traffic. It was especially helpful during times I was a virtual recruiter and couldn’t physically do these things. It’s helped me get in front of relevant candidates and identify different ways to position my postings and conversations to ensure my jobs were competitive in the market. Do yourself a favor next time you get a new requisition and perform some of the steps above. I’d love to hear how it impacts your success rate.
When reflecting on my career progression, I recall the early years when I first started working. I relied on delegated orders, would dutifully fulfill them and wait for new assigned tasks. It was an endless cycle of repetitiveness and I often found myself on autopilot. Sometimes I even found myself disengaged when I couldn’t identify the intent of some of my responsibilities. But, being young and not feeling like I was experienced enough to have a voice, I continued performing without ever questioning it…that was a mistake.
As I’ve made my way through my career, obtained a degree and became more involved in understanding business and organizational development, I started to see that never questioning anything has done a disservice to my growth and a disservice to the betterment of the organization I was working at. Asking thought-provoking and well-structured questions won’t make anyone question your competency (as I often feared it would), but it gives you a chance to perform better. At this stage of my career, I make it a point to perform with purpose. And to do this, you have to start with one simple question – Why?
- Asking questions: Once I started to know why certain tasks relevant, I was able to get a bigger picture. Asking what or how always helped too, but I felt the “why” was the most important thing to know. Questioning this allowed me to gain insight into the overall purpose of each function, what the expected outcome was, etc. Knowing this information not only helps you do your job better, but also sets you up to do MORE.
- Performing better: knowing key details as to the purpose of your task and what’s the expected outcome can help drive the direction of your performance: It gives you a starting point, a path and a goal that you are aiming to meet or exceed.
- Continuous innovation: set up time regularly to review the information you gathered from asking questions and critically analyze it. With the fast changes in business, it’s important to constantly reevaluate processes to ensure efficiency and effectiveness. Even if you aren’t in a role to implement change, your analysis and suggestions can help leadership see ways to positively impact the business.
No matter what level employee you are or how swamped you are at work, I urge you to take the time to ask questions, find ways to perform better and look for opportunities to innovate. I’d personally rather take the time to do these things and ensure every function I’m performing has a purpose than keep my head down. To help your professional growth and your organization’s growth, its things like this that can help move everything forward.
A strong and efficient onboarding process can make or break the engagement of your new employees. Unfortunately, the onboarding process is often overlooked. How can your company ensure it’s hitting all the key points of an effective onboarding program? Check out my recent blog post on WilsonHCG to find out more: What You Can Learn About Onboarding From the Sochi Olympics.
Lately I’ve been having a lot of interaction with a variety of leaders, ranging in experience, function and more. I was impressed to see diversity in the ways they were able to successfully perform the role and each conversation allowed me to understand the complexities a leader faces every day. Although many of their styles have differed, I did notice two traits that seemed to be common across the board. They were humanized and they were flexible.
With the evolution of the workplace, both with an increase in members from multiple generations and diversity, leaders now have to face the challenge of being able to perform leadership functions in a way that will be effective for the ranging personalities. With the variety of people found there, a leader must know how to be able to show the qualities that these people value to get buy-in. Although some people may disagree or have varying opinions, I appreciate the following traits in the leaders I’ve come across.
- Humanization: Although some leaders are a little more open than others, I like the ones that aren’t scared to show that they aren’t perfect. I appreciate it if a leader tells me that they don’t know something 100%, asks for help, or is willing to collaborate on something. I don’t necessarily need a perfect leader but I do want someone who can admit when they’re wrong, show that they’re willing to learn and respects his/her employees enough to trust them to take ownership on a project.
- Collaboration: Falling in line with the leaders who admit that they aren’t know-it-alls, I like it when leaders are open to working with others and/or are open to learning from one of their employees. The leaders who are willing to work together with his/her team to find a solution is one that I can have faith in.
- Flexibility: As I said earlier, the varying personalities in an organization means that a leader has to be flexible. To be able to notice when a certain way of working with someone isn’t as effective as with someone else is key when determining the best way to lead the team as a whole and the individual members. It may take a bit extra time, but it has favorable results.
- Ability to identify potential: Although a leader’s job is to forge forward and help the business to progress, it’s important for them to take a look back at those they are leading. Employees have potential, some are very vocal about it while others are a bit more subtle. Identifying the potential and finding ways to foster it is so important to helping the business grow.
- Passion to develop: I know leaders are busy and don’t necessarily have the time to notice each individual person, but that needs to change. A leader won’t be there forever, so it’s important to take the time to develop their successors to feel confident that the company and the team will be left in good hands. Developing others can even help discover new areas of opportunity that may have not been uncovered otherwise.
I’ve been lucky enough to work and learn from some really great leaders. Each of them are unique and have found a way to encompass all of these characteristics in their own way. Because of it, I’ve seen employees and the organization flourish in ways that I’ve never seen at other companies. I’m looking forward to learning from them and will find ways to incorporate these qualities and others as I progress throughout my career.