The Magic Kingdom!

When I was a kid, going to Disneyland was an incredibly exciting event.  I loved the Magic Kingdom!  But that was back in the day when each ride required a ticket and Disney tickets were labeled as either A, B, C, D, or E. For example, a climb through the Swiss Family Robinson Treehouse? A – Ticket. The Matterhorn, however, was an E-Ticket ride. Twists and turns, ups and downs, and lots of screaming. I know, it sounds more like a bad marriage than a fun ride.

A favorite Disney feature was and is The Electric Light Parade.  With its intoxicating calliope music, it never ceases to turn me in to a a four-year old, all over again. The twinkling lights and the twirling snails, Pete’s Dragon with smoke-fuming nostrils and all.  And every Disney Princess sparkles — a clear message that happiness can be wrapped in some flashing lights and vivid memories, either newly-created or from years gone by. The call of joy fills a jammed parade route.

The call of Disney embraces park attendees and reminds us all what it is like to be a kid once more – where wishing wells exist not only next door to Pixie Hollow, but down the street from Space Mountain. The evidence of an economic crisis is not quite clear at the happiest place on earth. As a matter of fact, excess is distributed around the park, like expensive manure. Young and old, smart and not-so-smart, wealthy and not-so wealthy. I have heard it said that Disney is the great equalizer. Everyone paid the same amount to get in, and everyone will have to eventually leave.

I think the magic Mickey Ears actually heard what the customers wanted, and created a place – other worldly that it is – that removes social or economic status and sets the tone and space for buying – even during times of economic strife.   And buying the consumer does not seem to have a problem with, at least not at Disneyland, “oh great lurers of men.” If you build it, they will come. Creating a fun place to work or vend is essential for the high turnover world in which we live, work, and play.

And no, we can’t all build a Disneyland. But what have you built, what are you building?  Have you established your target audience? Are they hearing and then comprehending what you are saying, what you are delivering?  If not, what will you do about it?  Understand your customer/client – understand their needs. Follow up with them.  Set the hook.  Connect today, stay connected tomorrow. Cross the moat, but do not miss the boat.

Rayanne Thorn, @ray_anne is the Marketing Director for online recruiting software company, Broadbean Technology.  She is also a proud mother of four, happily engaged to Tom, residing in Laguna Beach, California, and a daily contributor for Blogging4Jobs.  Connect with her on LinkedIn.  

HCM Abuzz Over Free Recruiting Strategy

While the human capital management industry has been abuzz by the recent acquisitions of Rypple to Salesforce, SuccessFactors to ADP, Jobs2Web to SuccessFactors and most recently VisualCV by Talent Technology, there is a visible shift happening in the world of human resources technology and HCM.  VC firms and investors are waking up and realizing the golden opportunity that this industry represents as CEOs and corporate teams agonize over succession plans, recruiting strategies, and employee development programs.  We have entered the war for talent but the war may be entirely different than we first expected.  It is the war for talent technology instead solely talent.

Saas based models, those that are hosted in the cloud are of great interest as companies look to go paperless storing all their company data including candidate and employee records completely online.  With a Saas system, gone are the days of software versions and inconvenient server data storage systems.

But imagine a Saas-based system that is completely free and easy to use that provides you a variety of interactive option created for the small to medium sized business.  Now, imagine if that free system was an ATS.

Saas 2.0 Changes Recruiting Strategies Forever

That’s exactly what SmartRecruiters is doing and succeeding at changing the HCM industry and offering recruiting and HR departments a no-cost recruiting option.  (Full FTC disclosure, I work with SmartRecruiters and provide them with consulting and serve as a writer on their site.)  But that doesn’t stop me from thinking they’re a whole lotta awesome.

And of course I was excited to learn that SR recently secured $5 million in venture funding from the Mayfield Fund to further their efforts in disrupting recruiting with their Free Saas 2.o model.

Small firms pay a median figure of $3,665 in recruiting costs per hire, compared with $1,949 per hire at companies employing 10,000 employees or more according to a November 2011 study by Bersin & Associates.  SmartRecruiters free social recruiting platform aims to empower small and medium-sized businesses – the largest hiring segment – and that can also have the biggest impact in creating jobs and helping fuel our economy.

Small & Medium Business Fuel Economic Growth and Jobs

And focusing on economic growth continues to be a challenge that many experts believe will happen as small not large businesses focus on hiring and through job creation.  ADP’s December 2011 Employment Report released earlier this month, was promising and December was the largest monthly gain for job creation with much small to medium sized businesses leading the charge.

Technology innovations are helping to make a difference to fuel our economy.  They are a factor in what I like to think of as the New Renaissance.  These technological advances are making the entire employee life cycle process easier and more enjoyable for everyone involved (hiring managers, managers, recruiters, and candidates included).  I also believe the disruptive free recruiting model along with industry thinkers, analysts, and leaders might be the reason that our economy and the industry is moving in a positive direction.

Photo Credit 

FTC Disclosure: I received compensation for mentioning the product listed above as part of one of the services I offer my clients. Regardless, I only recommend products or services I use personally and believe will be good for my readers. I am disclosing this in accordance with the Federal Trade Commissions 16 CFR, Part 255: Guides Concerning the Use of Endorsements and Testimonials in Advertising.

The economy is showing signs of life and companies are responding.  Creating new positions and considering upgrading their systems to align with their corporate talent and succession planning strategies.  Talent intelligence is part of this growth and company improvement process.  It is an alignment to improve productivity, efficiency, automate while also increasing employee morale.  The Talent Intelligence movement allows for better hiring, leading and talent process decisions focusing on the science behind talent.

With Talent Intelligence, people are your biggest resource as they impact your business in infinite ways.  What value does your company place on the talent and talent development within your organization?

The cost of talent in your workforce can be determined by your organization’s opportunity cost.  Consumers and this case large organizations calculate the opportunity cost for every purchase, investment, or purchase indecision.  As a consumer, you might debate between a Nook and an iPad weighing the opportunity cost between one another.  The Nook offers basic functionality, is relatively inexpensive, and has benefits like an anti-glare screen.  The iPad offers thousands of applications and easy access to your email, music, and Nook like functionality with their iBook e-book application.  And yet the cost for a standard Nook with wi-fi is $149 and an basic iPad starts at $499.

Business professionals just like consumers evaluate the opportunity cost and the $350 difference between the two.  Would you rather have the additional $350 worth of books?

But what price tag can you place on your current and future workforce?

Companies within the energy industry and ever-evolving technology industry are considering these questions every day.  With companies like Google, Facebook, and Cicso battling over high skilled technicians, developers, and engineers.  Having a talent intelligence strategy can help you leverage your current talent while planning for future needs.

Cisco created a talent incubator, a 16 week training program that gives their top talent an opportunity to learn leadership, strategic management, and team development while helping to provide solutions for current company programs and projects.  Cost per employee stands at $10,000 with the goal of generating over $10 billion of revenue over the next five years.

Companies within the energy industry are facing a much longer term and broader talent intelligence strategy that encompass a much larger space.  Energy impacts us in so many weighs from the gas I fill my car to the computer I’m working from to type this blog.  And as the average age of the energy worker creeps hirer and training time for specialized jobs at power plants stands at 7 years plus, companies are using long term talent intelligence planning and analytics to drive their current development, staffing, training, and recruiting decisions.

Photo Credit Amusing the Zillion. 

As we begin to see the rays of sunshine begin to shine through the gloom and doom of the economy and the economic recession, it’s important to remember that change is near.  This addition of the Carnival of HR highlights Talent Management and the focus on the current and future economies.  With so many great submissions concerning Talent Management, we look to highlight some of the best HR, training, and recruiting minds in the industry today.

But first to know where we’re going, we need to know where we’ve been.

• Mick Collins with Info HRM looks at the year in review with What a Year.
• Melissa Prusher of Devon Group with 10 Minutes with Lisa Rowan gives us some insight on the economic rebound.
• Sharlyn Lauby of HR Bartender with a post on Ethics reminding us its important not to always run with the herd regardless of the economy.

And as the economy improves and the inevitable turnover churn begins, bloggers discuss the important of engagement.

• Melanie Quinn of Capture ISG with 5 Reasons Why You Need Employee Surveys.
• Jennifer V. Miller & Lisa Rosendahl team up with a dual post on Mentoring.  Lisa’s post is  A Mentoring Frame of Mind while Jennifer brings a different point of view with The Sweet Spot of Mentoring.
• Jon Ingham with Strategic HCM further explores employee engagement and disects my own post in Developing Social Capital.

Employee engagement and reducing turnover starts from the top down and bottom up.

• Wally Bock from Three Star Leadership bring us Leadership without Position.
• The HR Store encourages others to go bold or go home with, Feedback and Performance Management Reviews.
• Amit Bhagria, of Young HR Manager outlines the steps involved in Performance Consulting and One Step Beyond Training & Development.
• Vishveshwar Jatain of Benify inspires us to do more with 6 Offbeat Ways to Beat Attrition and Improve Retention.

The changing face of HR is key in the financial, corporate recovery, and rebirth.

• Trisha McFarland of HR Ringleader with “Re-Branding HR.”
• Mark Stelzner of Inflexion Advisors and his post, Mad Men and the Future of HR.
• Cathy Martin of Profitability Through Human Capital with HR Rock Stars.
• Gireesh Kumar Sharma of Talent Junction reminds us that HR’s Role is Critical in Terminations.

And for those of us who are the more than 16 million looking for work or those who are considering jumping into the job search, our HR Carnival experts offer some great advice.

• Laurie Ruettiman of Punk Rock HR and Interviews, Unemployment and the Cloud.
• BP Rao of People at Work and Play discusses the social media platform Linkedin with India-Big Market on LinkedIn.
• Ken Klaus of Talent Apps grabbed my attention offering expert advice on engagement and choice with The Da Vinci Conundrum.

Or for those that are looking for those that are looking for more. . .opportunities, more hours in the day, and more fun at work.

• Dan McCarthy of Great Leadership warns us with Head’s Up Your About to be Promoted or Fired.
• i4CP and their post Uncovering the Secrets to Higher Productivity by Mark Vickers.
• Drew Tarvin of Humor that Works reminds us that laughter is the best medicine with 101 Ways to Create Humor at Work.

A special thanks to our contributors, HR Minion our humble carnival ring leader as well as the opportunity to host the Carnival.  Look for the next Carnival of HR on October 14th hosted by Strategic HCM.

Talent Management is changing and forward-thinking companies must begin preparing for the changing job market.  Over the last several weeks, the news publications and news networks have begun reporting positive changes in the economic markets.  The Globe and Mail reported last week, that as the economy improves, we will see a “W” shaped recovery.   A W shaped recovery has a large dip which we have already experienced, followed by a rise, and follow by another dip before we return to a stable and improving economic environment.  According to EconomyWatch there are almost as many alphabet letters as potential economic recovery scenarios from V, W, U, S, and L.  Being an optimist, a realist, and not an economist, I believe what we are currently experiencing is a V recovery although slow.  And based on my non-economic assumptions and research, my belief is that in Q2 of 2010 we will begin to see the job market drastically changing.

In this recession, employees were thrust into the job search as collateral damage from corporate cost cutting strategies.  Candidates were forced to take lesser positions resulting in lower salaries and benefits in order to feed their families and survive.  As the economy being to improve and positions are added, these job seekers will re-enter the marketplace often with short tenures at their previous companies in search of increased benefits, flexibility, and compensation.  Job hopping and gaps in employment won’t be near as important factors in considering candidates as previously.  As successful business leaders, we must consider the following to compete in the changing job market and consider employee retention and recruiting strategies in this new economy.

• Poll our employees. These high performing and under paid employees who either entered the workforce after being restructured or laid off will be in high demand.  Determining what is most important is extremely crucial to lessening and planning for increased turnover.  As American’s have spent less, what’s important has changed.  Do not assume that salary is most important, scheduling, benefits, and personal development are also motivating factors in ensuring employee retention.  SurveyMonkey offers a low cost way to survey your employees and determine their wants, needs, and desires for as little as $200 a year.
• Seek feedback. It’s one thing to survey current employees to determine what’s important.  It’s another to actually have a conversation either in a group setting or individually to dialogue and learn more.  Host meetings with your teams, be open, and allow them to speak freely about what’s important.  Employees who feel valued and empowered are much more productive than those that are managed by fear.  They are also less likely to leave their current company.
• Take action. All the meetings and surveys in the world can’t convince employees that you mean business.  Develop an action plan based on their input and over communicate your plans as well as your reasoning behind them.  In my experience, sometimes the smallest things can make a difference.  Be creative in your actions and make decisions with your employee demographic in mind.  Adding a $500 gaming system to your break room can be a difference maker to Gen Y employees while offering financial and newspaper magazine subscriptions can appeal to the Boomer and more traditionalist generations.
• Follow Up. Communicate, communicate, and communicate some more.  Follow up with your staff quarterly being open to recommended changes and feedback along the way.  Yes, following up takes work, but so does interviewing and training new employees.  How do you want to spend your time in 6 months after losing over half your staff to new opportunities?
• Build a Candidate Pipeline. Not every employee is motivated by gaming systems and magazine subscriptions.  Being reaching out and building relationships with performers in positions and industries you may be interested in recruiting over the next 6-12 months.  Develop a strategy to engage these potential candidates as a way to seek out referrals and develop a brand within your industry niche.  You don’t have to spend a lot of money to host a networking event, pick up the phone, or work with your local university.  As we have seen in the rise of social media platforms like LinkedIn, Twitter, and FaceBook, it’s the relationship that matters.