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Chief Talent Officer?

Written by:  Tim Saumier, CEO

Back in May I introduced something called the Integrated Talent Chain (ITC) and have written about different aspects of it through a five part series (Part I, Part II, Part III, Part IV) over the past few months. This final commentary on the ITC is centered upon the true process owner. Something I like to call the Chief Talent Officer. Taking you back a month ago: I was putting the final touch-up of part four when a client reached out requesting our assistance in recruiting a VP of Human Resources. The irony of this is they wanted to hire a non-traditional HR professional to be the right hand of one of their divisional president’s. They got to this place after admitting they had a misstep in the previous hire.trip The reality was they hired a traditional HR professional expecting them to do something they were not trained or wired to complete. They hired what most of us would expect in an HR professional while the competencies/expectations of the new hire were quite different. They needed someone who will provide a much greater focus on the overall business. Someone who will bring true strategic input and execution as well as process orientation. They ultimately want someone that has owned a P&L and can be the bridge between the strategy and the people who execute the strategy. This is a good first step to moving towards hiring the ITC process owner.

I’ve had a few people tell me that I’m bashing HR professionals. That is not my intent. I do believe there are some wonderful HR professionals out there but what I’m describing is not an HR role but rather a new type of role – Chief Talent Officer (CTO) who owns the entire process and is the ultimate “poster child” when it comes to representing the employment brand both to existing associates as well as those you are recruiting. They are outgoing, gregarious, and have a true understanding of the business and the impact that an engaged associate, or for that matter a disengaged associate, can have on the business. Most HR professionals I know are good at administering policy versus capturing the hearts of people that lead to business results and associate satisfaction.

We as a society have tried to turn these people in to something they have not been trained to do.

Does it mean they can never change? I’m not saying that but what I am saying is that it is difficult. One thing I would recommend is that if you have a solid HR professional who has potential, give them a line role and let them prove it as well as learn some things. This is way outside of most leaders comfort zones but this is how you put up or shut up. The new role will provide the person with a different set of lenses to see the world through.

Over the next few years, you will see this CTO role break out and become one of the most important roles in the organization and I believe will make or break a company as the talent pool continues to shrink. Who are these people and where do they come from? highpotIdeally they come from inside the company. They are a high-potential who is greatly respected, has an outstanding attitude and the type of person you not only enjoy being around but they get things done. I know what some of you are thinking – I know this person and we can’t afford to pull them out of their current role. You can’t afford not to pull them out of their role in my opinion. I’ve heard for the past decade that “people are our most important asset.” Well here’s the time to show it with more than words. Take your best athlete and put them in this role and watch them flourish and watch your company change for the better. Do you want a “competitive weapon” – this is it.

This is one man’s opinion on the Integrated Talent Chain. I’d love to hear your feedback – good and bad. I’m not sure what I’ll be talking about next month just yet but I’m sure it will build out from the ITC.

You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Built A Great Team – Now What?

Written by: Tim Saumier, CEO

Now you’ve spent all this time, effort, money, etc. to get this talent aboard what are you going to do to keep them? Moving on to Part 4 (Read Part 1, Part 2, and Part 3) of this multi-part conversation as it relates to the “Integrated Talent Chain” (ITC), I want to focus on what happens after you’ve secured the talent and what you need to have in place to develop this talent that you’ve worked so hard for.  I’m talking about a formal Talent Development (TD) process. developmentSome companies do a decent job but most companies do not, which I think is more related to ignorance than the desire to not do it. It’s amazing the effort and money companies spend on recruiting and onboarding but they fail to see the real cost of losing someone due to the lack of development. You may argue that this needs to be organic. I won’t disagree but we need to have a standard process to help guide this process.

First – what is a formal TD process? One man’s opinion (mine). It’s what we do to not only retain but also make our employees better under our watch. Ideally we’d like to develop all employees but not all employees want it or deserve it. Hence the reason why we have to select the top 20% and pour our energy in to them. This 20% will deliver 80% of the results you are looking for ultimately (pareto principle). pareto-principleThese people provide a higher return and expect and deserve the attention of the company. The company has to do their part and take care of them and develop them. These high-potentials are treated differently on purpose – they are given a lot more freedom, are given first crack at stretch jobs (internal mobility), mentors / coaches, c suite visibility, training & development, invitations to top leadership meetings, leadership training, advanced educational courses, long term equity, and even higher raises (versus the typical merit raise). The challenge is keeping the egos in check. Sometimes a high-potential needs to leave your company. If they do, let them go gracefully and wish them well.

While this concept of having a process with specific touch points may seem like an abstract concept, it is something that can be developed in to a structured process where leadership can be wrapped around the process to drive its execution. Herein is the rub though:

Most managers don’t take this serious and nor do they want to do this.

Massive mistake and if you have people in your organization who don’t want to do this they should be removed from leadership. If they are not showing specific and measurable results in the area of developing talent, they should be removed. building-leadersI would go so far as to tie part of their income to their ability to achieve “people” metrics….this could include # of people promoted, # of people who they lateral out to another group, # of people who resigned (negative), etc. Don’t misunderstand me, these people need to be trained on how to be a leader and given the tools & processes before they can be held accountable. Most people put in leadership roles are not ready. We need to help them get ready.

So how do we get TD going? Start by mapping the process. Use a cross-functional team that incorporates your target audience (high-potentials). Yes they will come up with some ridiculous things but keep an open mind. Once you have the process, do a gap analysis on what’s lacking, of which you will find it will not only be process but it will be leaders and KPI’s. From their put a CTO (Chief Talent Officer) in place to own and drive the process. This is not an HR professional! I want to continue on this subject but I will hold out until next month to talk about this area.

Before I go, I will leave you with this. I thought the timing was perfect: I find it extremely interesting that a long-time client of mine reached out to us to start to work on hiring a non-traditional HR Leader for their global business where they are focused on being a true strategic business partner that can not only understand the business but also truly drive the business. change21They shared with me that they’d prefer a person who has run a business and wants to move in to HR and bring that level of business acumen to this typical administrative function. They went so far as to say they would consider someone who has never been in HR because they have a solid #2 in HR who can handle the administrative side of HR. Sounds pretty forward thinking to me and directionally what I’ll be talking about as it pertains to a true CTO.

Again, I welcome your thoughts and feedback. This is one man’s opinion on the Integrated Talent Chain.  You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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The Trifecta – Make yourself more attractive to Hiring Managers

Written by:  Steve Sanders, VPGM Industrial Practice

Recruiters spend a lot of time working to find that perfect person who fits a very narrow set of criteria and has the intangibles that make them a good fit with the client. I’m constantly evaluating people based on their work experience, industry experience, location preferences and a host of other things that may or may not be evident by a simple resume perusal.

I remember seeing this chart in a presentation a while back and I even drew a little picture of it in my notebook that I have hanging on the wall in my office.  Many times when I am debating whether someone’s level of fit to a particular position I find myself using this criteria as a guide. I call it The Trifecta.

The Trifecta is a Venn Diagram that describes, in very simple terms, the level of fit that a particular person may or may not possess when it comes to a position I am recruiting.

Let me break it down for you.

There are 3 circles here that each represent some attributes for the particular candidate or job. Skills, Geography & Industry.

  • Skills represent the required experience or skillset that this person must have to be qualified for the role. This might be Education, Experiential or even Knowledge based skills. An example might be someone who has led a lean transformation from the corporate level.
  • Geography is pretty straightforward. It essentially means that the person or job where the role is located is a good fit. Ideally this would be local and within commuting distance but it could also be in a place that is highly desirable for some reason. Maybe it is a virtual role.
  • The final circle is Industry. In the ideal situation the individual or position fits well with the industry background.

Now comes the scoring part of the diagram. As you can see, there are numbers 1, 2, and 3 on the chart.

  • 3 represents a fit for both skills & geography but not industry. This is the least desirable situation as the person might be a good fit based on experience and they are in the right place but they lack experience in that industry. We can’t change this because the person either has it or they don’t.
  • 2 represents a fit for both skills and industry. This is better than 3 because we can do something to change this.  Ex – We can relocate the individual to the location where the job needs them to be.
  • 1 is The Trifecta. The individual has the skills, industry experience and is located in the right geography. This is what we are looking for in the perfect world.

What does this mean for you as a Job Seeker or Hiring Authority?

As a Job Seeker, try to find positions where you meet The Trifecta. This means that you are local, meet the skills requirements and also have experience in the industry. In the popular vernacular this is a “no brainer” for the person who receives your resume. You’ll get an interview, which is what you are after.

As a Hiring Authority, this means that you are screening for skills, industry & geography as you scan resumes and talk with potential candidates. Clearly those who bring The Trifecta are your ideal fit and you can focus on confirming that the cultural fit is there in the interview process.

I welcome your feedback, as well as, any questions/concerns that you may have about your career’s trajectory.  I would enjoy helping you as a Career Coach; who knows, perhaps our combined insight will unlock something better for you and your family.  You can find me on LinkedIn.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter@TYGESInt, or here on our blog.

Our Mission is simple:

We’re here to make good things happen to other people.

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The Pursuit of Greatness

Written by:  Kraig Ware, VP of Operations

Greatness is something that calls out to most of us, to a certain level, everyday. To define it and or give you 5 quick steps to obtain it would simply degrade what Greatness is all about. First, let me say…

Greatness is not an accident or a destination.

Let’s look at it this way, what I would call the 3 Levels of Greatness:

The First Level of Greatness has been experienced by all of us. clemson-2It is very crowded at this level with family, friends, co-workers, etc. Simply reliving greatness as we retell stories, read an article/book, watch a movie, or enjoy a TV show that has captured greatness at one point in our history.

The Second Level of Greatness has not been experienced by all of us; yet, more than likely, most of us. At this level we observe greatness first hand.
clemsonThings like hearing a life changing speech, watching an inspiring athletic performance, absorbing a mind blowing musical performance, witnessing incredible acts of heroism first-hand, or observing something that is simply miraculous. Like the First Level, it is pretty crowded here as well.  Unfortunately, most of us get stuck at this level.

The Third Level of Greatness is open to anyone, just like the first two levels; yet, only a few will ever make it here. If you are really fortunate, you will do what you are already capable of doing…you will achieve greatness, not observe or hear a story of; yet, achieve or taste greatness.  Greatness is simply a state of mind that you will not accept anything other than achieving your best…what you were created to do.

What happens when you achieve greatness?

  1. Your self-less act, display of courage, or achievement of uncharted excellence will be retold. (Level One of Greatness)
  2. Your self-less act, display of courage, or achievement of uncharted excellence will be observed by others. (Level Two of Greatness)

Greatness will always be observed, greatness will always be retold, & greatness will always inspire and attract others.

So why are we all inspired and/or attracted to greatness? Simple, that’s what you were created to obtain. It’s the quest we are all on; however, it’s easier just to observe and/or retell vs. to actually do. Most people just get comfortable with their surroundings, peer pressures, and typically succumb to mediocrity. mediocrityPerhaps you are thinking, my “mediocrity” is pretty good. I do not know what greatness looks like for you, to be completely clear, no one else does either. If you are honest with yourself, you already know what it is that you have been created to accomplish…the greatness has always been inside you, simply waiting to be unleashed.

Here are three things that will happen when you are on the right track to greatness:

  1. You will be transformed prior to tasting/achieving greatness. In other words, nothing is going to change if you remain the same.
  2. Your current social circles of family, friends, and co-workers will become smaller. Be prepared, you might even feel like you are by yourself for a while. Have no worries, as this is a short season. Like minded, driven persons will emerge and/or someone from your original social circles will be transformed to support or join you. Simply put, your environment will change for the better.
  3. Most important, greatness will impact and/or inspire others in a positive way, creating a continued domino effect of inspiration all around you.

I encourage you to do one thing different today, just take one stepgreatness3…one step that will inspire those around you. We both know that there will be more than one step to take on your quest for greatness. But by taking just one step, you will be closer to your greatness and that will fan the flame that is already inside of you. Good luck and be true to yourself, the person you were created to be.  Best of luck to you and your family in 2017!

I encourage your feedback as I focus on striving for excellence within the business world and within our personal lives.   Let’s stay in touch and connect  on LinkedIn. You can also follow me at twitter @SKraigWare  Learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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A Digital Revolution is Coming

Written by:  Tim Saumier, CEO TYGES International

Q1Q1 is coming to a close and I hope the year has gotten off to a great start for you.  I received some feedback from a couple of friends on my blog written earlier this year READ entire blog here (pertaining to GE’s launch of Predix).  I’ve watered down their feedback and thought it would be insightful for all:

One person wrote: “We had a couple of GE leaders speak to our team at the annual leadership meeting.  I think they are correct on the future view of the Industrial Internet and the role it will play in impacting overall operating costs in all types of operating processes and systems by providing real time intelligence synergies to make the best decisions on the most efficient process design.  They are definitely “all in” on installing the systems broadly across their own enterprise and it is delivering highly impactful savings by enabling their team to understand and more importantly see how to improve in real time. We see this as reality and not hype from what we see, hear and do.”

A second person wrote: “On the GE front I actually have a former colleague on the inside as a product manager who is traveling between their sites to get Predix setup.  He shares the same concern of GE unable to sell this product at the moment, so their hope is to build up “brilliant factories” internally as catalyst for future marketing.  Can’t wait to see how it all turns out!”

In reading the two notes, it’s clear that there is both skepticism and anticipation in to what GE is bringing to tdigital revolution2he table.  I must admit that GE has a captive audience/customer base of their own that they can install and debug before rolling it to the rest of the world.  Is this just the next chapter of the Industrial Revolution or is it a new Revolution – maybe the Digital Revolution?  If you have a perspective I’d love to hear about it.

As you go in to Q2, I thought this 2 minute video would take you down memory lane and be an encouragement in your daily work – WATCH – Enjoy.

I welcome your feedback as we continue to make an impact in our local community and throughout the world by keeping on the forefront of our industry’s development and living out our mission.  You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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Industrial Manufacturing Outlook

Written by: Tim Saumier, CEO TYGES International

I wanted to share something I’ve personally been following for the past couple of years and it seems to be gaining significant momentum in the industry. If you GEhaven’t heard General Electric is going all in on something they call the “Industrial Internet”. So much so, they are trying to sell off their appliance business and look to be shedding their financial businesses as well. They have and are transforming themselves in to a software development company that will control the industrial cloud – something called Predix (they created this). Take a look at this simple video on how they have been transforming themselves –GE In 2015: Transformation By The Billions

Also – if you are more curious about it – take a look at this write-up which spells out in detail where they are heading – Pushing the Boundaries of Minds & Machines

My question to you is, how are you positioning yourself & your company to be ready for this massive change? 

I welcome your feedback as we continue to make an impact in our local community and throughout the world by keeping on the forefront of our industry’s development and living out our mission.  You can find me on LinkedIn and at Twitter you can find me at @timsaumierTI.  Also, you can learn more about TYGES at www.TYGES.com, on Twitter @TYGESInt, or here on our blog.

Our mission is simple:

We’re here to make good things happen to other people.

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