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Tag: Transition


Executive Hires: Are you Missing Out on Great Candidates?

Is there such thing as the perfect candidate? As an employer, during your hiring process, this is a question you should ask yourself. If you have a long list of qualifications that are required to fill this position, you could let a potential candidate slip through before you even get to the interview stage. Usually, the final candidate hired will not tick every box you once had at the beginning of the process.

Teachable candidates with the necessary technical skills, who are a culture fit should be your ideal contenders. If a candidate is lacking in an area where they can be trained and developed, they should not be overlooked. It’s hard to find quality talent especially in a competitive market, being flexible and transparent can help with attracting the candidates you want.

As an employer, you want to stand out amongst the competition, making personal connections with candidates could identify their management style and how they will fit within the company. Think outside of the box, try not to focus on the minute details of the requirements. The perfect candidate is not out there but finding the right candidate can be done!

Recruitment and CEO Selection for Credit Unions

Working cohesively with the Search Committee of the Board of Directors as a recruitment firm is crucial during the recruitment process. While the relationship between the Board of Directors and the recruitment company is an obvious factor, the bigger picture is finding the right successor.

Making a significant succession decision means a lot of details have to align – A thorough understanding and identifying the core competencies needed to prosper in the position; realization there is not the perfect candidate that will meet a whole laundry list of requirements; and objectivity about candidates a whole, not focusing entirely on who and where they are coming from – including external or internal candidates.

While recruiters can be an essential part of the process, ultimately, each member of the Board of Directors has to be content and satisfied with their decision. Pinpointing the needs of the credit union and who will lead the culmination of the internal transformation process should be the main objective of the Board.

Each credit union is unique, and their search for a new leader is not ‘one size fits all.’

 

New Year, New Career

It’s the beginning of a new year; with all of the ambiguity going on in the world, is it a good time to make a career change?

Self-reflection has been a focal point of the past year; with the uncertainty of the job market; many are adapting and learning new skillsets. New skillsets mean new potential candidates, as more people are switching and adjusting to different industries. People are more willing to move, and geographical obstacles are seemingly non-existent when it comes to new opportunities, as virtual interviews make the transition easier.

Businesses need to be creative in attracting this new potential talent pool. From remote work to flexibility with schedules and changes to work habits – these all have made the corporate setting a thing of the past. Malleability to this new business environment is crucial to ensuring your employees are at ease; however, the virtual aspect ensures conversations are more personable with less conflict.

Depending on your circumstances, now might be the best time to reevaluate what’s vital in your career and what you want to do differently. Purposefulness might be the new mantra for the year 2021.

What defines Cultural Transformation within an organization?

What defines Cultural Transformation within an organization?

Facilitating cultural transformation in the workplace is a necessary commitment to ensure employee satisfaction and inclusion. The development of changing the organization’s culture should transform the outlook, policies, behaviors, and practices. Change has to start from executive leaders to assure the rooted, existing culture shifts from the outdated practices to the newly improved values and beliefs.

To get to the root cause of the existing culture, the company should conduct a cultural assessment to evaluate what changes need to be made. The cultural review should consider internal beliefs, such as honesty and integrity, while also examining outward actions like collaboration and information sharing. This valuation should help the business understand and indicate any dysfunction at any level within the organization.

Once executive leaders pinpoint the source, they can then cultivate change and transformation by using mindful behaviors to other leaders and managers to accomplish employee engagement in all departments. For cultural transformation to be effective, every individual must want to change any negative beliefs and values within themselves to the chosen cultural shift.

Chasing the Money or the Opportunity

Should you chase the money or the opportunity? Well first, ask yourself, ‘Is it the right fit?’ Organizations may pay well, but if they have a high turnover rate and don’t fulfill your career goals, it may be in your best interest to really think it through.

This is an internal dilemma that many people go through. Of course, you shouldn’t undervalue yourself monetarily should a job prospect check all your career boxes, but don’t let an opportunity slip away that could benefit your long-term career development. Success can be subjective, and how it is measured and valued differs from person to person.

Some companies do entice candidates with short-term monetary goals, which can burn out employees quickly, causing high turnover within an organization. It may not be in your best interest to weigh opportunities based on compensation alone; career advancement, skill development, and passion should be considered. Chasing short-term benefits could prove unfruitful in the long-run, and you may not want to look back and wish you would’ve done things differently.

Should Succession Planning be on your Company Agenda?

As the structure of an organization matures and employees begin to mature and transition from their initial roles, succession planning becomes a key piece in ensuring the organization will continue to run smoothly.

Be proactive in outlining a succession plan that works best for the culture of the company. Set aside adequate time to identify the key traits needed for another leader to fill the soon-to-be vacant position. Even if a transition is not expected immediately, proper timing and planning make a difference in the midst of any occupational shift.

In the spirit of timing, this offers an excellent opportunity to provide training to other employees that may be interested in leadership roles down the road or perform trail runs for potential candidates whom may be closer to the level of accepting more responsibility. Opening up the chance for employees to actively seek leadership roles and identifying top performers, organizations pave a greater road towards smoother transitions.

Through training and vetting, it is important to relay the shared vision of the organization. Engaging in transparent strategic conversations will not only help develop a greater vision for future success inter-departmentally but it will also magnify the strengths of top-performers.

Once an internal succession structure is identified, the process should be mirrored and appropriately transitioned to fit the hiring strategy, establishing the traits valued in top-leadership parallels that of new additions.

Expanding the Sourcing Scope

Every day, it seems as if new recruitment job board websites come into the market constantly, making it harder for potential candidates to stand out and even harder for companies to acquire qualified talent. As the need for quality talent becomes more prevalent, companies must consider broadening their sourcing scope and seeking alternative solutions.

Employers must take full advantage of the resources that are available today by not overlooking cross-industry hiring. By expanding the view on the type of talent acquisition, companies will have the benefit of individuals trained in other departments, whom often, gain experience that correlates with the open position. A diverse workplace culture and sets of opinions appeals to different markets, which can help the company grow to a market outside of the initial targeted ideation.

Consider meritocracy. While the skills and experience that someone has are important to the success of the role, focusing on the ability and motivation that such employee possesses leads to greater drive for advancement in employees. This drive then positively translates into better overall company financial performance – encouraging employees to work hard for earned workplace promotions.

Rely on different sources. While employee referrals are an obvious source of talented potentials, reaching out on social platforms such as LinkedIn or industry Facebook pages may come up with surprising results. By expanding the scope that most companies have become accustomed to searching for potential hires through, the company will be able to diversify its culture and grow with a work environment that is slowly transitioning to multi-dimensional positions.

Appealing to Passive Candidates

Active versus passive candidates seem to be a constant topic of discussion. Whether the applicant is actively pursuing a position or has passively encountered the organization, it is important to maintain an active line of external communication to display the culture of the company and cultivate a high level of interest with the candidate.

According to a 2017 examination, 89% of people within the workforce are either somewhat or very satisfied with their jobs. However, in December of 2016, a survey by CareerBuilder.com reported that “more than one in five workers (22 percent) are planning to change jobs in 2017.”

These “planners,” or passive candidates, are considered to be desirable because they are content with where they are. There is less competition when speaking with these candidates because they are not actively searching and the candidates are more inclined to speak truthfully since there is no pressure of a job. So, how can you position yourself to appeal to active job seekers but still engage with the passive candidates?

Keep up with social media! This is an ever-changing but entirely influential area of business that needs to be at the top of the list when it comes to finding the right candidate. A great post can instantly be shared by others and can reach a large amount of people. Social media fosters a way to build relationships and communicate in an informal way that is reflective of the culture that the company will bring.

Create a talent pipeline. Develop and maintain a list of potential candidates who may, either today or in the future, be in search of a position within the company to allow a pipeline of passive candidates in the event a position becomes available, it is easy to reach out and sell the opportunity that would position them for advancement.

Companies must always encourage employee referrals. This should be a primary source for candidate searches since most active or semi-active job seekers reach out to their friends first to seek job leads. This recruitment method allows employees to actively speak on behalf of the company, creating the opportunity for great and reliable candidate engagement.

Consider the candidate’s experience. Design an employee application and interview process that works with all types of candidates. It is important to continue the efficiency of the interview process in order to secure the best candidate for the job.

The Future is Coming

Defined as those born between 1996 and 2010, Generation Z is the largest up-and-coming generation that employers must begin to understand to further their company status and keep up with the changing times.

Generation Z is characterized by a life defined by technology, at the epicenter of cultural diversification with an unfound need for heightened safety. The composing factors of this generation introduce almost a complete separation between the current and future company structure. It is up to employers to begin to embrace the transition and make room for this new generational mindset.

Integrating generational strengths into the workplace is important to create a cohesive team within the company. Molding different generations together allows for innovative ideas and company growth as employees begin to learn to work with opposing viewpoints to achieve the greatest outcome.

Millennials are paving a new path for Gen Z, and through this, Gen Z will look for lively work cultures, which support an entrepreneurial spirit, in line with what millennials are currently interested in. Working hard and giving back to the community are major points for millennials as well and will not be lost on Generation Z.   It is beneficial to begin to implement opportunities for employees to give back to the community by either formally volunteering time or through technology-centric services. Managers need to be able to recognize hard work, express their gratitude, willing to offer constant feedback, and be open to change as Generation Z has a strong desire for career growth and opportunity.

The Millennial Game Plan

With graduation right around the corner, more and more millennials will be entering the workforce. As the largest generation, millennials are considered to be realistic, confident and social in the workplace. While each generation differs from the next, millennials continue to be thought of as the “unknown factor.”

So, to begin to prepare for an influx of millennials in the workplace, it would be beneficial to employ an internship program. This implementation will allow more traditional companies to slowly shift their focus to welcome a generation of future leaders in the business.

Because of their social and confident personalities, millennials are more willing to ask for work and be confident in the outcome. By establishing an internship program, it is important to vet the new employees as workers whom you are able to be confident in. Mold these future employees’ work styles in a way that fits best with the company’s mission and values.

Should they have a work style that fits well with the long terms goals of the company and they have moved out of the internship phase, begin to establish practices in the office that can assist with their best work.

Have a purpose for the work they do daily. Not only will this help millennials identify with the task they are assigned, but it will allow them to take personal advantage of their creativity to have the best result.

And should these young workers do well, companies should establish a positive recognition program. This practice will impact overall engagement and increase workplace morale. Focus on improving millennials personally and professionally to improve your business.

Millennials are sometimes perceived as a difficult generation to adjust to in the workplace; however, if you take advantage of the strengths that they possess and begin to plan steps to integrate the incoming workforce into the company, your business will benefit in the long run.