Team Building – Thoughts to move forward

The world of work is shifting, which present special challenges for firms looking to hire and develop quality team members. Fortunately, there is a way to leverage the power of standards and competency development tools to mitigate some of the uncertainty and experimental elements of bringing on new talent. By adhering to a strong standard internally, firms can reduce their chances of making poor hires and increase their odds of growing top performers.

The modern staffing climate and business environment combine to make firms feel as though hiring and developing staff will be a continual struggle. Yet there is no need to feel like a victim of forces beyond one’s control. Instead, by stepping forward with a solid plan, it is possible to trim costs and improve the talent base.

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Team Building – Plea of the Project Manager

The top global business challenge is hiring and developing the right team members to continue positive business growth, according to the 2011 edition of the PricewaterhouseCoopers (PwC) Private Business Barometer.[1] This report marked the second year that staffing dominated the barometer of business challenges, but it is merely the ongoing documentation of a problem businesses of all sizes face in the present talent market environment.

Despite historically elevated global unemployment levels, businesses worldwide face a significant shortage of competent staff members. Firms that are unable to find the talent they need go to the market at a disadvantage. Firms with the right talent can secure additional market share, meet customer needs, and innovate for the future. How then can firms ensure that they are not left behind in the global talent race?

It is not hopeless. There are a number of specific solutions employers can pursue to make themselves hiring leaders in their target talent markets. These solutions are not merely to throw money and perks at the problem. Instead, through the strategic implementation of hiring and competency development standards, organizations can set themselves apart as the discoverers and creators of an elite pool of loyal talent.

This post is first in a series on Team Building for the enterprise https://apotekerendk.com/cialis-danmark/.

www.IntegrationProfessionals.com


[1] The PricewaterhouseCoopers (PwC) Private Business Barometer. Human Capital Magazine, May 5th, 2011. Retrieved August 1st, 2011 from: www.hrleader.net.au/articles/B5/0C0705B5.asp

Team Building – Demographic Shifts

Germany is the epitome of a first-world, highly industrialized nation. Its working age population is declining and the fertility rate is below replacement level. Talent shortages, particularly for highly skilled, well-trained workers, are a persistent complaint due to high levels of competition for the limited pool of available workers.

Germany’s case is continued in other developed nations. The most extreme case is in Japan, where 90 percent of hiring managers reported difficulty finding qualified talent for open positions. With more and more skilled workers aging out of the workforce, finding replacements is a palpable challenge.

Ethiopia, on the other hand, is a nation routinely held up as a volatile and developing country. It has an extreme youth bubble typical of African nations, with a major portion of its total population not yet in the workforce and a high national fertility rate. Talent shortages are present now due to the unavailability of a deep pool of well-qualified workers, and the education-business disconnect is likely to hit the millions who are coming from under the youth bubble into the workforce.

Team Building – Environmental Factors

Fourth in a series on Team Building.

Along with personnel factors, there are also a number of business environment factors affecting firms’ ability to hire and develop quality team members. Just as the world population is evolving, so too is the world work environment, and the speed of change is leaving many firms breathless.

Businesses must increasingly compete on a global scale and deal with staff just as mobile as their corporate leaders. Virtual teams are rising, freeing workers from the confines of the office, which in turn makes it more difficult to control and train talent pools. With lower loyalty levels to organizational leaders, the global, mobile, and virtual workplace can mean a staff free-for-all when competing for talent.

GLOBALIZATION

 The blending of talent pools from around the world brings diversity of ideas, cultures, and practices to the business environment. For some firms, this is a wholly positive experience. For other firms, this is disruptive and difficult to adapt to in daily practice. Yet the shifting demographics of the world mean that globalization forces are more likely to increase than decrease, requiring staffing managers and business planners to adapt or lose at the global talent game.

 RISE OF THE VIRTUAL WORKPLACE

In the United States, 58 percent of companies consider themselves to be virtual workspaces, according to the Insight Research Corporation.[1] This rise of virtual work and virtual office environments presents a challenge to hiring and developing quality team members.

Culture and fit to culture is a prime driver of employee success, but how can this be assessed if the employee will never spend time in the office? What is the role of workplace learning culture over Twitter or via Skype conferencing? How can team member development be instigated and monitored remotely to ensure training and development investments are paying off? These questions and many more are becoming larger and larger issues for recruiters and managers worldwide.

DECREASED LOYALTY/INCREASED MOBILITY

 Adding to the challenge of managing virtual work teams is the challenge of managing less loyal and more mobile workforces. While previous generations of workers were bound to one company for the effective duration of their careers, some 80 percent of modern workers are ready to go work for another firm if it appears more attractive according to research firm Right Management.[2]

Over the course of their working lives, the average American worker will have 8 – 11 jobs, and up to five different careers. While this represents greater mobility than other parts of the world, it is not unusual for top talent in developing nations to switch jobs annually in pursuit of pay increases or promotions. Brazil, facing a 7.5 percent annual growth rate, can’t keep up talent wise, while India and China face broad-based skill shortages as workers routinely jump ship to pick up the double-digit wage increases that are expected even in a down market.[3]

Firms can no longer expect that workers will stay with them throughout their working life. On one hand, this makes organizations reluctant to invest in talent that may head for the door at the first opportunity. Yet on the other hand, firms who can grow talent become less dependent on individual workers and better able to pass knowledge between team members to reduce the impact of a highly mobile workforce. Adapting rather than complaining about the turnover rates is going to provide smart firms with real talent advantages.

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[1]  Insight Research Corporation.  “The Mobile Workforce and Enterprise Applications 2007-2012.”  Retrieved August 5th, 2011 from:  http://www.insight-corp.com/reports/mwf.asp

[2]  Harnish, Tom.  “Be Flexible To Modern Staffing Challenges.”  Open Forum March 25th, 2011.  Retrieved August 4th, 2011 from:  http://www.openforum.com/idea-hub/topics/managing/article/be-flexible-to-modern-staffing-challenges-1

[3]  Kazmin, Amy, Robinson, Gwen, and Weitzman, Hal.  “Talent Shortage Adds To Growth Strains.”  Financial Times, published May 19th, 2011.  Retrieved August 4th, 2011 from:  http://www.ft.com/cms/s/0/5d288c4-816a-11e0-9c83-00144feabdc0.html#axzz1UNIic5IA

Team Building – Modern Staffing Challenges

Second in a series on Team Building.

Modern staffing challenges cross industries and international borders. More than 34 percent of nearly 40,000 companies in a 39 nation survey of hiring practices reported being unable to fill positions due to a lack of quality talent, according to ManpowerGroup International’s 2011 Talent Shortage Survey. The reasons given for the talent gap included a lack of hard or technical knowledge, a lack of experience, and a lack of proper qualification or certification to do the desired work.[1]

Instead of tangible goods, many firms are now in the business of intelligence and services. What drives the bottom line is no longer manual labor – it’s mental power that is the engine of growth. Firms depend on analysis, innovation, and creativity to move the bar, and this requires a dramatically different talent force than what was required in previous generations.[2]

Pure genius, however, is not necessarily the answer. Firms have to hire intelligent, adaptable workers who can not only keep current with a changing economic climate but also work well with each other in the realities of the present. Soft skills such as communication and sales are in high demand, as are advanced technical competencies and analytical abilities. Without sufficiently adept workers to fill these gaps, businesses struggle to thrive and expand in the knowledge economy.

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[1] ManpowerGroup International. “2011 Talent Shortage Survey.” Released in May, 2011. Retrieved August 4th, 2011 from: http://files.shareholder.com/downloads/MAN/1349301451x0x469531/7f71c882-c104-449b-9642-af56b66c1e6d/2011_Talent_Shortage_Survey_US.pdf

[2] Harnish, Tom. “Be Flexible To Modern Staffing Challenges.” Open Forum March 25th, 2011. Retrieved August 4th, 2011 from: http://www.openforum.com/idea-hub/topics/managing/article/be-flexible-to-modern-staffing-challenges-1

Team Building – Power of Standards

Addressing the modern staffing challenges and business environment challenges to hiring and developing quality team members begins by identifying the true needs of the organization. In this way, the power of standards and competency development tools can be harnessed on behalf of the organization.

Standards and competency development tools help organizations navigate the challenges of modern staffing with clear goals. They have a clear picture of the elements that most influence talent performance at their organization, and a solid program for developing the talent that exists within their corporation. With standardized metrics for evaluating potential and incoming hires, effective on-boarding practices, and ongoing competency development program, firms can discover and develop performers that have the potential to be top performers.

 ESTABLISHING CLEAR HIRING METRICS

Clear hiring metrics begin long before the talent search with the establishment of competency models for all key roles. These models should be developed as a joint initiative between line staff and recruitment teams so that they accurately reflect the current expectations for each role. Once defined, these competency models offer a number of benefits to the organization when approaching staffing challenges.

Competency models for each role to be filled establish clear hiring metrics and remove gray space from candidate evaluation, benefiting the organization both in the present and in the future.  Competency models:

  1. Ensure a match between the current workforce needs and available talent pools
  2. Guide recruiters toward the skills and proficiencies needed for current talent gaps and anticipated talent needs
  3. Save firms money by helping to avoid hires that are a poor fit for the organization’s needs[1]

By removing the mystery and hire costs from the talent selection process, firms will be able to pull better-quality candidates from their available talent pools. No longer chasing talent which will not ultimately meet their needs, firms can focus on the right candidates to secure more critical team members for open positions.


[1]  Federal Acquisition Institute.  “FAC-P/PM Competency Model”.  Retrieved August 5th, 2011 from:  http://www.fai.gov/pdfs/FAC-PPM%20Competency%20Model.pdf

Team Building – Competency Development

Standards for hiring and competency models for roles benefits the firm when it is time to develop competency building systems. With clearly defined deliverables and expectations for team members, developing skills and training for skill gaps becomes a more scientific and precise process, preventing waste in training expenditures and misunderstandings about the purpose and potential of training programs.

Competency models and standards help employees and employers alike with developing meaningful career plans and career paths. Building proficiencies for success in current and aspirational roles provides workers with direction and motivation for continuing the employment relationship, a key incentive when companies are competing to maintain their talent pools.[1] With quantifiable performance standards, companies can also separate truly high performers from other staff members, allocating development and training dollars where there is the greatest potential for long-term returns on the development investment.

These competency models need not be static entities. Instead, once standards have been put in place, it lays the foundation for a continuous improvement model. Both organizational and individual performance standards can be upgraded and enhanced with time, ensuring that the organization remains on a path to growth, market leadership, and competitiveness.[2]


[1]  Federal Acquisition Institute.  “FAC-P/PM Competency Model”.  Retrieved August 5th, 2011 from:  http://www.fai.gov/pdfs/FAC-PPM%20Competency%20Model.pdf

[2]  PMI.  “Project Manager Competency Development Framework – Second Edition.”  PMI, 2007.