You could lose the 4th Industrial Revolution opportunity

Lord Holmes spoke eloquently on Wednesday at Tipping Point about the opportunity the 4th Industrial Revolution represents to British business.

But some of you are going to miss it because many businesses are working harder to take your talent, than you are working to keep it!

Humans are programmed to survive, so no matter how much AI, machine learning, robotics and everything else making the headlines affects people and business; humans will innovate, find a way, and progress. The one constant that will determine whether your business thrives or dives, is your people!

Therefore, you absolutely must keep your critical employees, and add to them, to take advantage of today’s ever evolving world of work! You also must embrace diversity to ensure you have the full range of perspectives, experience and differences in thinking, to exploit the pace of change, innovation and automation.

The world is awash with examples of recruiting excellence with the most advanced employer brand, attraction, selection and onboarding strategies, all designed to take your best people away from you!

And some companies are truly diverse which means they bake difference into every challenge and solution, which will naturally attract people with the brilliance their difference gives them.

These coincide with practices in other businesses that play into the hands of talent competitors, namely, restricting earnings, heaping on pressure, poor communication and treatment, sub-optimal supervision and management, inequality, poor working conditions and no consistent purpose and cause. Basically a sub-optimal employment ecosystem.

There are three types of businesses:

  1. Those that say people are their most important asset but don’t treat them as such.
  2. Those that say people are their most important asset, want to treat them all as such, but due to a lack of consistent governance, they don’t achieve it.
  3. Those that say people are their most important asset, and treat everyone as such.

You should know which type of business you are and which type of business you want to be.

You should know if you have an optimal resourcing strategy.

You should know if you have an optimal approach to diversity, inclusion and belonging.

You should know if you have created the perfect employment ecosystem aligned to achieving the business plan and retaining your critical talent.

If you score positively in each of the above you will thrive and capitalise from the 4th Industrial Revolution.

If you have any doubt whatsoever, please contact me, for an open and honest conversation and appraisal.

It would be a delight to support you to seize the opportunity the 4th Industrial Revolution brings.

Colin.

Your retention strategy is more important than your attraction strategy!

People are leaving your organisation, or gearing up to, because;

  • better opportunities are being offered to them,
  • they are unhappy with the commute / business travel requirements,
  • your business lacks purpose and cause,
  • they don’t respect their boss!

FACT!

People want to;

  • be paid well,
  • have a reasonable commute and business travel regime,
  • work for a business and leaders they can be proud of,
  • have a boss that is fair and supports them!

These are the proven top four. Now sit back, clear your mind and think of everything else that you personally covet, and if they don’t fit into the above you are thinking of the five and onwards that are extremely important but in general are not top of the leader board.

So if you can;

  • pay commensurate to the effort someone gives you,
  • consider and react to the challenges people have commuting and travelling for business,
  • clearly articulate and communicate what you stand for as a business and aim to achieve,
  • ensure everyone treats everyone else fairly and equitably…

…you will have a better than average retention rate!

Better still you will have some amazing;

  • employer brand messaging,
  • EVP components,
  • ratings on Glassdoor and Indeed,
  • positive brand virility across LinkedIn, Facebook, Twitter etc.
  • brand advocates recommending brilliant people to work for you.

CAUTION!

It doesn’t work the other way round, hence your retention strategy being more important than your attraction strategy!!!!!

You can spend all the money in the world on;

  • strategic workforce planning,
  • marketing your business and jobs,
  • state of the art digital, recruitment and HR technology,
  • the world’s leading attraction channels,
  • an award winning social media presence,
  • the slickest recruitment process,
  • an outstanding onboarding experience…

…BUT if the actual employment experience doesn’t live up to your front end attraction experience and what you sell to candidates, you will get found out!

At best you can expect sub-optimal productivity from new hires until they leave.

At worst you can expect new hires to leave immediately, thus wasting all the time, effort and resource attracting them in the first place!

I’m concerned about the amount of people confirming retention issues to me when we have arguably one of the biggest changes in the labour market looming in the form of whatever Brexit brings us.

A diminishing labour pool due to reduced immigration, and growth, yes growth, after Brexit day, because let’s be honest the Government and Bank of England will jump in with fiscal stimulus if things start to go South; means increased competition for less available talent.

You must retain your most important asset, and develop your most important asset, which will in turn help you attract more of your most important asset, and put your business in a much better position than most in the run up to, and aftermath of, 29th March 2019!

The majority response I have had from my last post “Is your Resourcing / Talent Strategy Brexit proofed”? was from people suggesting employers will leave things too late (just like GDPR two said) so let’s please prove them wrong.

If you need any help with any of this, you know where I am, but remember time is running out and there is only one me! Thank goodness I hear some cry!

All the best.

Colin.

colin.minto@bigideatalent.com
+44 (0)7887 480142
www.linkedin.com/in/colinminto

Is your Resourcing / Talent Strategy Brexit proofed?

It’s coming and will be upon us faster than you think. As things stand, the UK will depart the European Union on 29 March 2019. That’s just 10 months, and allowing for Bank Holidays, it means approximately 200 business days to assess if your talent acquisition, optimisation and retention effort will stand up to whatever Brexit throws at us, and evolve it if it won’t!

With many businesses already reporting recruitment challenges due to reduced immigration, no crystal ball to confirm whether or not the UK will fall or stand tall after Brexit and increasing reports of retention issues amongst millennial, diverse and established employee groups; smart leaders are acting fast to sure things up.

If you are not already excellent at demand planning, best people attraction, the selection process, equipping hires for success, managing employee experience and retaining employee commitment;  the basis for, and pillars of, the Six Pillar Talent Lifecycle Model, you might want to take action quickly to be optimal by Brexit day!

Why quickly? Auditing your existing end to end resourcing, talent optimisation and retention solutions and processes against the Six Pillar Talent Lifecycle Model, to identify which of the three components of excellence in each pillar are optimum, in need of evolution or at worst missing, takes 20 business days.

So let’s say a month. You will need at least three months (and that’s pushing it) to implement the recommendations from the audit. Let’s assume this is the case and if you leave it to the last minute to complete the audit, this means January, February and March 2019. So there are only really seven months left to get your audit in! Take into account August and December are predominantly lean months for project progress, and you are left with just five months, starting from June 2018 (Friday next week is the 1st) to get your audit in!

Some will say this might not be the case because UK will have a transition period. Some will say they have tasked someone internally to focus on this already and an experienced and totally independent third party pair of eyes is an unnecessary cost. Some will say this is Brexit scaremongering. That’s fine, I personally wouldn’t take the risk and if I was back in a Group Head of Resourcing role, I would have audited straight after the referendum.

I’ve been round the block a few times, looking at resourcing from every direction, outside and inside of some of the largest companies in the world, and I have every scar imaginable. So to those that do say any of these things, I wish them good luck.

To everyone else out there, that may not have started optimising their resourcing and talent strategy ahead of Brexit, I am taking just five bookings to run audits on a first come first serve basis. I’ve highlighted why it can only be five above, so that’s five audits for five smart leaders before the Brexit button is pressed and whatever awaits us plays out.

If you want to be one of the five and ensure your resourcing and talent strategy is optimised and Brexit proofed, please contact me ASAP. Unfortunately, once I’m booked, I’m booked!

All the very best.

Colin.

Diversity – It’s not a Gender Agenda!

She hopefully won’t mind me saying this but I took my initial learning and inspiration for focusing on diversity and inclusivity throughout my resourcing career from the most amazing Group Head of Diversity, Theresa White of G4S.

Diversity was an automatic element of everything that G4S did whilst I was there, and I remember clearly a leadership diversity focused meeting at Group where Theresa made us all feel comfortable to say whatever came into our heads, as there was some apprehension from us newbies to the subject surrounding inadvertently saying the wrong thing during conversation.

To open our minds to the full diversity experience Theresa instilled in us the notion that ‘Diversity is not a gender agenda’ and that all difference was good and should be celebrated and incorporated at all times.

I was reminded of this during a Facebook conversation this week with some industry chums as I played back an experience I had when I was on an external panel discussion and afterwards someone quipped that the panel wasn’t very diverse.

Yes on the face of things there were three white blokes, who even with the best makeup artist couldn’t look young again, so we fitted the stereotypical pale, stale, male group, however, one was in his seventies, another was gay and I have a mental illness, OCD.

So in reality it was a very diverse panel, but aesthetically, you could understand why we were called out as being the opposite.

A question bounced around my head whilst mowing the lawns this morning and I just had to write it down. So just how diverse are our workforces?

Do we really know what diverse groups our employees enjoy belonging to? Some are quite naturally easy to recognise, but the more private and sensitive, e.g. mental ill health, where many don’t want to disclose, could account for so many more belonging to a diverse group and therefore enriching the real percentage scoring of diversity across the organisation.

And back to the pale, stale, male stereotype. Has anyone else thought that as more and more are comfortable discussing their diverse group membership, especially people with mental ill health (yes I do think this is a diverse group), are people that fall into this category and absolutely no other, ultimately going to fall into a future minority and diverse group that will need to be surrounded by a support and campaign environment, where members are championed for the difference they can still bring to our ultra-diverse world?

Happy Bank Holiday (UK) everyone, and do get in touch if I can support with any of your diverse hiring, or mental health initiatives.

Colin.

How I would have approached GDPR

I’m fascinated by the GDPR debate, where some are suggesting recruitment and HR functions need to assume full responsibility and become experts, and others are suggesting there’s too much hype surrounding the subject.

So I wanted to share how I would have approached it if I was still the Group Head of Resourcing and HR Systems for the world’s second largest private employer, just in case it supports the conversation.

As soon as I had learned about GDPR legislation I would have walked out of my office, turned right, walked approximately 30 paces into Group Legal, knocked on the door of the Group Legal Counsel responsible for global data protection legislation for the entire organisation, and I would have asked her for her timescales for being able to brief me on what I needed to know and learn about it, and evolve and change across my areas of responsibility.

She would probably then tell me that she was still in the process of assessing the impact and specific risk to the organisation as a whole, which when finished would trigger the production of a bespoke set of aligned guidelines and critical activities for the organisation, backed up by one to one support from Group Legal to help manage any implications and changes across all functions.

I would have then gone back to my team, briefed them, then carried on delivering the things I was ultimately responsible for. Over the following months I would have continued to take my lead from her, the guardian and expert of best practice data protection legislation from within my organisation.

Granted, yes, I would have needed a healthy level of understanding of GDPR, which would have grown over time, driven by Group Legal, but I wouldn’t have needed to be educated and trained to the level of a person with ultimate responsibility, unless of course I had ultimate responsibility.

It’s everyone responsibility to know about GPPR and support the implementation of the correct systems and procedures, but it’s probably just one person’s responsibility to own it, and if that’s not you, then I would leave it to them to guide and educate you!

All the very best.

Colin.

Just realised again that I’ve come a very, very long way!

Just had a realisation moment (again) that I’ve come a very, very long way!

I was given an emergency aisle seat for my flight today, 15A, by the window. When we were up it crossed my mind that if I pulled the emergency exit handle I could create a catastrophic event.

I’ve panicked about this many times before, especially as a kid! Psychiatrists would confirm that most people would have the same thought but it wouldn’t even register! I however got a pang of anxiety as my brain tried to convince me it was a very real and probable situation; an obsession.

Then the compulsion tried to set in! The need to prove to myself I didn’t actually want to do this and to demonstrate I am not a bad person. The urge to play over scenarios in my head to give me some comfort and proof. A symptom of my mental difference and something historically I have spent hours, if not days, ruminating about.

This all happened in a matter of micro seconds and Guess what? I just laughed it off, I recognised it was just my human difference kicking in and it wasn’t something I needed to engage in. I kicked it into touch and just carried on with what I was doing, which was proof reading a business plan. I didn’t need to move from my seat as a ‘just in case’, which I would have wanted to do many years ago.

I thought to myself (again); blimey I’ve come along way! So here it is, real-time proof that you can control mental challenges and play the cause at its own game. In my case targeting my rational brain to combat my irrational brain and win.

I personally believe this is a very powerful skill I have developed, which is why I am great in a business related crisis situation. A technology hack or contract going south is a walk in the park compared to the things an OCD brain gets one thinking about and trying to solve.

My mental difference is my USP! Thank you OCD!

Thrilled to become a KidsOut Ambassador

Since setting up Big Idea Talent I have supported KidsOut.

I’m working in partnership with some of my Associates and Wave Recruitment Marketing (all pro bono) to build out a career centre esq solution for them to attract and recruit committee members to run KidsOut Question of Sport events and fundraising evenings.

I was absolutely thrilled and delighted to be invited to become a KidsOut Ambassador this week. One of my greatest personal achievements given the cause it represents.

It’s an amazing organisation and is run expertly by Gordon, his team and the amazing volunteers. The passion everyone puts in to keeping costs to an absolute minimum so the kids it supports get the maximum benefit is incredible.

If you want to do good and have some capacity, please contact me to discuss. KidsOut changes lives for kids and it will change yours too, believe me.

All the best.

Colin.

Have you got nice and shiny but sub-optimal? I’ll tell you for £3.10

formula-one-car-lawnmower

On Thursday I reviewed 24 major employer corporate website, career centre and ATS environments to build an invite list for a product launch I’m doing in late November.

Most of them looked quite good aesthetically, but 22 were unfortunately sub-optimal in terms of basic architecture to enable good search engine accessibility. Two were maybe average. This of course means less ‘effectively free’ job seeker traffic and the requirement for greater investment in acquiring job seeker traffic from search engines, job channels and job boards, and everything that goes alongside this, such as; multi-posting technology, resource burden etc!

I’m still struggling to understand why in 2016, this is the case? Why are corporates settling for ‘nice and shiny’ and ‘looks good’, but not realising what they have is not structured to perform one of the main functions which is to attract visitors!

It’s the equivalent of having a Formula One racing car with a lawnmower engine, a fully digitally connected house with a dial up connection, brogues in a 10K race!

There genuinely are some fundamental basics missing here, which you don’t tend to see within the comparable commercial websites of the world’s leading brands. We can do better than this, which will lead to better outcomes for employers and job seekers.

I have talked openly about HR working closer with Marketing for years and the need for digital marketing talent and expertise to sit within HR as well as Marketing / Comms, but is it happening?

I have also put a stake in the ground with customers to encourage them to think about jobs as products and candidates as consumers – Jobs are Products and Candidates are Consumers

These two logical advancements will make a demonstrable difference!

So here’s an offer. A one hour diagnostic for £3.10. That’s the cost of a large Decaffeinated Mocha in Costa, or equivalent reputable coffee house. Let’s meet up somewhere with good Wi-Fi and/or 4G and quickly run through your digital ecosystem. That’s all it will take to highlight a series of potential evolutions, oh and by the way, the coffee is actually on me!

colin.minto@bigideatalent.com / +44 (0)7887 480142

All the best.

Colin.

Where’s all the mental wellbeing?

mental-health-scrabble

Since ‘opening up’ about my own mental health challenges I have had some amazing meetings and conversations about mental health, diversity and wellbeing in the workplace.

Interestingly, I naively thought that not a lot was being done to raise the subject of mental health in the workplace specifically, so I set about wanting to change that.

It turns out however, it is one of the hottest topics out there at the moment. I kid you not, everyone is talking about it, and there are quite literally hundreds, if not thousands of initiatives running simultaneously!

So why didn’t I know this? Why did an HR professional who has 30+ years experience of mental health, 25+ years business experience, spoken at countless HR and Resourcing conferences and got a pretty cool sized network, not know there was a tonne of initiatives and stuff out there already?

I found out about it all because I got interested in the space (for obvious reasons) and started asking questions about it! I went on the look-out for it, it didn’t find me; someone these initiatives are designed to target and reach out to!

I suppose I also spent my whole career hiding my mental health experience for fear of potential discrimination, so maybe I was just naturally blind to it all.

Anyhoooo, if mental health awareness raising hasn’t been tremendously overt in recent years, due to it, and the conversation, existing internally and within closed groups, that my friends is a changing!

I will be running a conference, it’s my calling, but there are many others already in my diary plus all kinds of meetings and events. So this is getting sorted, but what about other ways of getting the mental health and wellbeing message out there.

Are companies using their approach to wellbeing in their employer brand, EVP, job descriptions and job adverts? I hope so, because when you advertise a product to consumers you market/sell the characteristics, features, benefits and overall experience that ownership of that product brings. Jobs are products and candidates are consumers in my opinion, (https://www.linkedin.com/pulse/jobs-products-candidates-consumers-colin-minto?trk=mp-author-card) and consumers are people in this instance.

People want to feel safe, comfortable, valued, excited, rewarded, happy and many other things in the workplace, and I can’t see or think of any other messaging that speaks to this more than a company’s commitment to the wellbeing of its employees.

So take a look at your latest job adverts, job descriptions, content on your career site etc. and see just how much wellbeing confirmation and celebration you can find! Maybe there’s room for more, given it’s what people want to see……

As always, happy to chat about mental health awareness and end to end digital attraction and resourcing strategy on +44 (0)7887 480142 and colin.minto@bigideatalent.com.

All the best.

Colin.