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#Leadership : Michelin finds Newest #Recruits in High School… Company Launches First-of-its-Kind #ApprenticeProgram

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Five young men signed on the dotted line last Friday, marking the start of their careers with Michelin.

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Michelin North America Chairman and President Scott Clark, center, signs Jacob Tucker’s papers for an apprenticeship program. Johnathan Harper, 16, left, is home-schooled and started his apprenticeship a month ago.

They ranged in age from 15 to 17, and they are the first class of high-school apprentices to work at a Michelin plant in North America. Michelin North America Chairman and President Scott Clark, on the job since Jan. 1, welcomed the teenagers personally during a ceremony at the Enoree Career Center just north of Greenville.

“This apprenticeship program is the first of its kind,” Clark said. “This is the first one, so the goal is to do this in other facilities like this all around the state where we have manufacturing plants. We could double, triple it.”

Mauldin High 10th-grader Iquavious Lewis, 15, said he’s known since the fall that he would be in the first class of Michelin’s Youth Apprentice program. He and fellow mechatronics students at Golden Strip Career Center had to take an aptitude test to qualify. Lewis has made all A’s in mechatronics.

Lewis said he’s not scared: “I’m excited!”

Clark and Wilton Crawford, Michelin’s plant manager at the US1 plant in Greenville, stressed the company’s need to reseed the aging workforce — and the difficulty of doing that during a period of full employment. All five high schoolers will be working at Crawford’s plant.

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The unemployment rate in South Carolina dipped below 4 percent at the close of 2017. Workforce participation rates have continued to decline, meanwhile, because of an aging shift in the state’s demographics, experts say.

“We have to be very creative and very aggressive,” Clark said.

In addition to its new apprenticeship program for high-schoolers and its longstanding Tech Scholars program, which currently trains, and bankrolls the education of, about 60 college-level apprentices, Michelin has started recruiting adult workers from other industries, such as hospitality. Clark also described a pilot program in Columbia for ex-offenders.

“We are working with a company that is beginning to retrain people who have had some issues with the law, let’s say, but are reformed,” Clark said, “and we are giving them an opportunity to explore careers as well.”

Michelin has about 9,000 employees across South Carolina — the vast majority of whom are direct hires for the French tire maker. Clark said his company is the largest manufacturing employer in the state. (BMW’s 10,000-plus workforce includes many contract workers, especially in its warehousing operations.) The high-school apprentice program takes teens who are midway through their junior year and has them continue to work at the plant through the end of their senior year. Ideally, Clark said, students will go on to enroll in a mechatronics or related program at an area technical college, where they can take advantage of the free tuition and expenses offered through Michelin’s Tech Scholars program.

He said he foresees doubling the Tech Scholars program in coming years.

“These students, if they get through this apprenticeship program with Michelin, and then can go to a two-year technical school, they can come out of school making $54,000, $55,000 a year,” Clark said.

The high school program is carried out under a provision that allows workers under the age of 18 to enter a plant so long as they are simultaneously enrolled in an academic program linked to the work.

Lynn Tuten, the work-based learning coordinator for Golden Strip Career Center, said she will be in touch with the boys regularly to make sure they are getting everything they need and are showing up to work on time, among other things. All five teens are enrolled in a mechatronics course at Golden Strip.

“This is real-world stuff,” Tuten said. “They can see if it’s something they really want to do.”

Four of the five teens are Mauldin High School students, and the fifth — Johnathan Harper — is home-schooled. Two of the young men started working at Michelin part time about a month ago — earning $10 an hour for nine hours a week — and the others will start this summer, working full-time hours until school starts again in August.

“We build and repair parts in the factory; we get them working and back on the line,” Harper said.

His mother, Terri Harper, has homeschooled her son all his life and said he might very well enroll at Greenville Tech and eventually get a four-year engineering degree.

“I think it’s great that Michelin is working with the career center to give these kids a jumping off point. They work so hard,” Harper said, adding that she liked the idea of her son landing on his feet career-wise.

“The salary does matter because somebody has to take care of his mama someday.”

US1’s Crawford said that during his time as a site leader in the United King dom, he met many workers who had been with Michelin for more than 40 years — starting out as 16-year-old apprentices who worked their way up through manufacturing. These included two plant managers and a man who is now the head of the technical team for North America.

“He’s 64, and he’s got 48 years with the company,” Crawford said, pointing to the high school students seated next to him, “and he stood right where you are many years ago. It’s phenomenal to see that.”

Michelin North America is an $11 billion company with plants across the U.S. and in Canada and Mexico. Some of the biggest ones are in the Upstate: US1 at Donaldson, which makes car tires, opened in 1975, and Anderson County has plants making rubber and earthmoving-equipment tires.

Author: Anna B. Mitchell | Greenville News USA TODAY NETWORK – SOUTH CAROLINA | March 13, 2018

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#Leadership : 3 Ways to Know If an Employee Is a Culture Fit…Many Factors Go into Making the Right Hire. Here’s How to Make Sure your Candidate is Right for your Company’s Culture.

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A good resume can blow you away. Impressive universities and company histories may be exactly what you are looking for. A job applicant might say all the right thingsin the interview, at which they’re wearing a perfectly pressed suit and spit-shined shoes. This is the new hire, right?

Free- Men in Socks

Except, at your company, t-shirts and jeans aren’t just for casual Fridays. Where you went to school isn’t as important as the passions you pursue on a daily basis. Every project is a cross-discipline team effort, and everybody shares credit. That’s your company culture, and it’s made your business successful. So no, that candidate, as impressive as they are, is not your new hire.

The “best fit” candidate is in the eyes of the beholder, which means you can define your ideal applicant however you want to make sure you make the best decision for your job requirement and your culture.

When it comes to fitting in with your organization, the best candidates share these three attributes:

1. They understand your culture and core values going in

A candidate should never be in the dark about your company’s core values, work style, its approach to teamwork or its methods of problem solving. That’s on you as an organization to have figured out and streamlined.

In fact, you probably shouldn’t be hiring unless you could paint a picture of your ideal candidate and exactly how they would fill a particular need. Make sure you know why you’re hiring in the first place, and not just to fill a vacant desk as soon as possible.

When you put out the call for applicants, be as specific as possible about what a prospective employee can expect should they be hired. If you’re a dog-friendly office with flexible telecommuting opportunities, say that. If working weekends is common, say that too. Never hide the truth from anyone – if you like your culture how it is, don’t run the risk of bringing in someone who will stir the pot because their expectations differed from reality.

If you’re struggling to envision your ideal candidate, take bits and pieces from current or past staffers and build a collage of sorts. What are the qualities you admire in real people you already interact with every day? Think back to when those people were hired – what did they do to signal to you that they were a good fit? Write out a list of what you’re looking for and find the candidate who most closely matches it.

 

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2. They have a passion for your industry, not simply employment in general

You don’t want to hire a candidate who’s only looking for a stepping stone to add to his or her resume. No matter how specific you write the job requirements in your posting, applicants who are wrong for the job (and know they’re wrong for it) will still apply regardless.

Be leery of candidates who move around laterally, taking similarly-titled jobs in a variety of industries. They may be great at certain skills like managing small teams, but if you value cultural fits and passion, you want employees who have stuck around and moved vertically within your industry.

Enthusiasm can be faked in an interview, but real passion can’t (unless you’re interviewing an Oscar-worthy actor, in which case they’re in the wrong field anyway). When you sit candidates down, ask them to tell you real stories from their work history – challenging situations, moments they felt the happiest – and see how their body language changes as they recount those times. You’ll learn a lot about their thought processes and how their passions go beyond the job at hand and apply to the industry as a whole.

3. They work well with others

If your company requires applicants to submit references along with a resume, are you actually going forward and contacting those references? How well an employee fits in with others at your company is a huge indicator of job success – in fact, it’sabout 50 percent responsible for an employee’s success within the first 18 months.

The laws of attraction apply to hiring as much as they do to relationships. Chemistry is hard to measure and harder to describe, but the concept of love at first sight applies to the application process. Depending on how good the initial spark with a candidate is, you might make up your mind to extend a job offer on the walk between the lobby and the interview room. That’s not always the wisest idea, but it speaks to the power of interpersonal connectedness when building a company culture.

One way to ensure that you aren’t blinded by a great first impression is to involve more members of the team in the interview process. Don’t just pick employees whom the candidate will report to; bring in those who will report to the candidate as well. Observe the interaction as your current employees essentially interview their potential future boss, then debrief with them afterwards to find out if they feel comfortable working under this person.

The best person for the job might not be the one with the shiniest resume, or the longest track record of success. The ideal candidate is the one you feel that intangible connection with, someone who combines acumen for the position with passion and cultural alignment in equal measure.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
PUBLISHED ON: AUG 12, 2016
BY JEFF PRUITT

Chairman and CEO, Tallwave

#Leadership : Why You Should Hire People With ‘Slash Careers’…The “Slash Career” is all Rage with Millennials, and it’s Important for Employers to Pay Attention.

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You know what I’m talking about, right? “I’m a lawyer/writer.” “I work in marketing; I’m also a professional actor.” “I’m in tech, and I have photography business on the side.”

Cross Training

In the last ten years or so, these slash careers and side gigs have been on the rise, and many motivated millennials have realized that they can, indeed, have it all: A full-time “day job” they enjoy as well as a creative endeavor that brings them additional revenue.

So why is this important for business owners, the employers of these ”day jobs?”

Many traditional employers may have a negative reaction to slash careers. They’d assume that an employee won’t be as invested in their work if they only consider it a “day job.” They’d think that someone who has passions in other areas won’t be as valuable an employee.

And they’d be wrong.

Hear me out here. I speak from experience. Over a third of my team atVanderbloemen Search Group is made up of millennials with slash careers, including fitness instructors, calligraphers, actors, and photographers. And we have even more team members whose extracurricular pursuits don’t bring them additional revenue, but they invest a huge amount of time in them outside of work. One team member runs his own podcast. Another has a well-received blog. One is a three-time ironman. One is on the board of a charity. And let me tell you, these team members are worth their weight in gold.

Simply put, employees with side jobs are invaluable …. The next time you’re interviewing a candidate with pursuits outside of work, don’t write them off. You just might be interviewing your next rock star.

Here’s why employers should hire candidates with slash careers.

1. They are motivated and take initiative.

If your candidate has a side hustle, that means they are a passionate, hard-working motivated individual. They don’t come home from work and sit on the couch watching Netflix NFLX +4.00%, they continue to pour themselves into their other job. And these character traits transfer to every job they do. Looking for a team member who takes initiative and is a self-starter? Hire someone with a slash career.

 

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2. They have a diverse skill-set.

Employees with interests outside of work are well rounded, and well rounded individuals are valuable assets to any company. They can wear many hats, have diverse skills, and are often great problem-solvers. At my company, we place a huge value on agility and solution-side living, and my well-rounded team is always able to think outside the box, pivot on a moment’s notice, and bring a variety of perspectives to the table.

3. They are creatively fulfilled.

Rather than going home from work and singing, “Well I’m sure that I could be a movie star if I could get out of this place,” employees with side careers are creatively fulfilled. They aren’t miserable at work wishing they had pursued something else. And I don’t know about you, but I’ve seen that happy and fulfilled employees are often the hardest workers.

Their creativity spills out into your company.

At a company where brainstorming, innovation, improvement, and problem-solving are huge priorities, creativity is absolutely vital. If someone is creative in their endeavors outside of work, you better believe they will be creative in all their work for your business as well. I have a huge amount of team members who are involved in the arts or studied them in college – be it music, theater, or visual art – and I believe the creativity represented on our team is a huge part of the success we’ve had as a company.

Simply put, employees with side jobs are invaluable.

The next time you’re interviewing a candidate with pursuits outside of work, don’t write them off. You just might be interviewing your next rock star.

 

Forbes.com | July 26, 2016 | William Vanderbloemen

 

#Leadership : The Bottom Line On Why You Can’t Fill Jobs…Here’s What I Hear from Employers: We can’t Find Talent. We can’t Keep Talent. We can’t Keep Talent Engaged.

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From my perspective, there certainly is a disconnect. Here are the facts. Unemployment in the U.S. is 4.7 percent, which is down from last month’s figure of 5.0 percent and the new Job Openings and Labor Turnover (JOLT) report for April has just been released. There are now over 5.7 million job openings, which equals last July’s peak on records going back to 2001. This problem isn’t going away anytime soon.

Free- One Dandilion Full & another Empty

As I travel around the country, here’s what I hear from employers:

  • We can’t find talent.
  • We can’t keep talent.
  • We can’t keep talent engaged.

Here’s what I hear from those who are seeking employment: 

  • I can’t get past the Applicant Tracking Systems.
  • I apply for jobs and never hear back.
  • I’m perfectly qualified. I suspect my age is the problem.

Here’s why you can’t fill jobs and what you can do to change this.

You don’t know where you are going. I always tell my clients that we first have to establish where we are going before we can figure out how to get there. I use the example of someone in Detroit who is planning a trip. Is the goal to visit Canada, which is a stone’s throw away or is it to go to South America? Canada is an easy jaunt, that doesn’t even require packing a lunch. South America is quite a different story.

Decide where you are going in terms of your talent strategy, before mapping out your entire plan to get there. By doing so, you’ll be able to find a direct route that will get you to your destination in a timely and cost efficient manner.

You’re too tentative. Have you ever been in a situation where someone really wanted you, more than anyone else? They may have wanted you for a particular role in their company or you may have been their first choice to take to the prom. In both cases, you were most likely pursued.

Hiring managers need to pursue talent the same way they would go after a ticket to a sold out Bruce Springsteen show–with gusto! Do whatever is required to get the attention of the person you’ve identified as “the one” for your team. Don’t stop until you get a yes!

 

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You’re focusing on the wrong things. I get how you want your applicant tracking system to completely integrate with your Human Resource Information System and you are investing heavily to make this so. However, given today’s unemployment and JOLT numbers, you’ve got bigger fish to fry.

Processes are not going to get your job filled. To do so, you need people whoknow how to attract and retain talent. This requires transforming your hiring managers into talent magnets. Doing so, will help you dramatically reduce the time it’s taking you to fill your current job openings.

Your applicant experience is dreadful. We always tell job candidates they only have one chance to make a great impression. Well, the same holds true for employers. I hear tons of horror stories from candidates regarding their experience with a company’s interviewing process. Many are relieved when they never hear back from the employer, as they can only imagine how awful it might be to work in this type of environment day in and day out.

Treat your applicants as well as you treat your customers and you’ll be golden.

Your hiring managers don’t know how to hire. Where is it written that upon promotion to management, you automatically acquire the assessing candidates gene that seems to be missing from many hiring managers? Most hiring managers have no idea how to hire. I can say this as I’ve taught thousands of hiring managers how to select for success. One such hiring manager comes to mind. She said the following to me after attending a course I facilitated on Selecting for Success.  “I’ve been interviewing for years and now I finally know why I’ve been asking these questions!”

Now that I’ve exposed the real truth about hiring managers, it’s up to you to help these people dramatically improve their ability to select new hires. Believe me when I tell you that most will be eternally grateful that you are finally giving them support.

Stop eliminating candidates based on salary. Many companies toss out anyone who is asking for more money than we are willing to pay. This usually results in a huge chunk of the talent pool–those over the age of 40–being tossed out as well.

Take a few moments to have a conversation with a candidate before discarding them because of money. By doing so, you may find that many candidates are more flexible on salary than you had originally thought.

Roberta Matuson is the author of Talent Magnetism, Suddenly in Charge and the forthcoming, The Magnetic Leader. Subscribe to her e-newsletter here.

 

Forbes.com | June 8, 2016 | 

Roberta Matuson

CONTRIBUTOR

#Leadership : Why #Millennials Don’t Want To Work For You(& your Company)….Millennials will Represent 40% of the Total #Workforce by 2020. Like It or Not, They are Critical to the #Success & Sustainability of your #Business . If they Don’t Want to #Work for You, your #Organization will Die.

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If you want to attract and retain the best talent, you need to face reality and start thinking radically different. Don’t address the issue by trying to design more interesting jobs. Millennials don’t want jobs. They want lives.

Free- Man with Two Fingers

Instead of focusing on milking whatever you can out of the younger generation workforce before they move on in 1.5 to 3 years, you need to stop and listen. Organizations themselves are causing these low tenure stats, not Gen Y and Z.

Younger generation workers are not shy about telling you what they want. Their way of looking at the world and life is often misunderstood by later generation managers. They don’t buy into the concept of sitting at a cluttered desk ten hours a day trying to look busy for a boss. They see a bigger picture, leveraged by technology. This means the ability to add meaningful value from anywhere at anytime.

Despite what you think you can get out of this new talent pool in the short run, it is overshadowed by the benefits of a long tenured relationship. In all cases, a revolving door of good talent is expensive and disruptive to your business and customers.

Here are four ways you can attract and retain the best of Gen Y and Z and redirect low tenure trends.

1. Create An Entrepreneurial Culture

72% of Millennials would like to be their own boss. Being your own boss usually means you can work when, where and how you like as long as you are delivering results. It offers freedom, flexibility and eliminates the need for conversations around the dead notion of work/life balance. With current technology, work and life today are fungible – they look the same. Being your own boss is a lifestyle, not a job.

One of LinkedIn’s core values is “Act like an owner.” The statement is more than words to them. They built their culture around this tenet which mirrors the life of an entrepreneur: unlimited vacation in line with business needs, “inDays” one Friday a month where employees can work on personal projects, $5,000 a year for professional education, a platform called “Incubator” allowing employees to pitch ideas to executives, an opportunity to compete for up to a $10,000 donation to an employee’s favorite charity or to start their own, and personal grants to allow opportunities to be involved in independent charity work.

I recently had lunch with a friend of mine who works at LinkedIn’s Mountain View, CA headquarters. We ate at their on-site café. It reminded me of an expensive Las Vegas buffet I had paid for a week earlier. Here employees take what they want and eat for free. They don’t even need to checkout with someone before heading to their table. But it gets better. They also allow family and friends to visit employees for meals and eat for free, too. I was told that on Friday mornings employees have their parents, grandparents, children, and friends eating breakfast with them. LinkedIn does not track who eats the meals. It trusts its employees to enjoy the benefit as part of work-life integration, not balance.

If you embrace Gen Y and Z’s entrepreneurial spirit and build a culture to support, rather than crush it, they will not need to leave your company to fulfill this desire. In any case, results are all that really matter. If you are focusing on anything else, you have it wrong. Plus, in many cases outside pursuits enhances an employee’s ability to do their job and positively promotes the organizational brand to the younger generations desiring such flexibility. Arizona based software company InfusionSoft actively encourages employees to have side businesses to strengthen their ability to better serve the organization’s customers. From a customer perspective, it works.

Giving your employees the flexibility and freedom – where possible – to be their own boss with a focus exclusively on results, produces greater employee engagement, loyalty and ultimately better business results.

Don’t offer flexibility under a false pretense though. If you say it is okay to work from home, don’t make employees feel guilty for using the benefit. If you ask employees to forward you annual personal objectives along with business ones, read, acknowledge, address and support both. False and insincere organizational practices propagate the low tenure stats attributed to Gen Y and Z.

 

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2. Think Like A Trauma Ward

Over my career I’ve had the chance to work in many diverse industries, including 11 years in the medical industry. When I think of effective teams and the concept of true collaboration for a common purpose, there is no better example than a medical trauma ward. On such a team, competition, silos and politics are dangerous. Everyone must be unified and focused on a single outcome to achieve success. It is a matter of life or death.

88% of Millennials prefer to collaborate versus compete with others. This goes against the grain of many traditional organizations whose employees and departments spend more time competing internally against themselves versus their outside competition. Gen Y and Z don’t want to work in such an environment.

The new workforce is interested in working together to make the world a better place. An organization that truly embraces and lives a “one team” mentality will attract and retain the best of Gen Y and Z.

3. Facilitate Life Success

A critical step towards continuous organizational improvement and attracting/retaining the best of the younger generation workforce is the recognition that people’s lives matter on a whole. Gen Y and Z get this and demands it of their employers.

“Help people succeed in life” has been my motto since I started working in human resources 16 years ago. This means sincerely caring about the success of people beyond the job they are doing for you – 360 degrees – their job, career, personal interests, health, happiness, family and friends. When I was asked to launch an employee engagement initiative at Tesla Motors this year, it was with this goal in mind. Tesla360 – built on my Engagement360 platform – was aimed at enhancing the level of organizational care toward Tesla’s employees in order to facilitate success at work and at home. Such care has been proven to drive high employee engagement and business results.

Organizations are not special, but the way they care about the success of their people is. While Tesla is in the early stages of this transition, it understands the importance of creating a successful life for its people to maximize their engagement, retention, business results and ultimately their ability to change the world.

Supporting the life success of your employees requires leaders and managers who are strong coaches and mentors. They should focus on both short- and long-term career and personal objectives. 79% of Millennials say this is important to them.

4. Communicate How You Are Changing The World

I was recently honored to be the keynote speaker at AAPEX 2015, the world’s largest auto care industry event in the world, held in Las Vegas. It attracted around 150,000 people. At this event the industry spent a good amount of time talking about how auto care affects the lives of people around the world and keeps humanity moving.

Without this nearly $500 billion industry, many could not get safely to work and back home each day, drop off and pick up their children from school, enjoy family vacations or transport loved ones to deliver babies or to doctors to keep them healthy. This same industry also aids policemen and firemen in protecting communities. It helps gardeners and sanitation workers keep cities clean and maintained, and also ensures essential vehicles build roads, buildings and homes.

In order to attract and retain top talent from Gen Y and Z to career opportunities, it is imperative that you and they know how the required work is having a positive impact on the world. This understanding and alignment is what will excite the next-generation workforce and where the true magic happens when it comes to engaging people, fulfilling organizational purpose, and driving business results.

Most businesses are not established to make money. They are started for a higher reason. If you begin right, the money follows. Imagine if the visionary Walt Disney had stood in front of a group of potential supporters and said, “I want to build a theme park centered around an animated mouse to make money.”

Know your industry and organization’s purpose. Know how you make the world a better place. If you can’t connect the dots, Gen Y and Z will look elsewhere. 64% of Millennials say it’s a priority for them. GE’s current career opportunitycommercials proclaiming, “Get yourself a world-changing job” makes this clear.

To gain further clarity on your organizational purpose, ask and answer:

  • How does my organization positively affect the lives of others?
  • Why was my organization started in the first place?

One of my favorite quotes is, “If you love what you do, you never work a day in your life.” The next generation workforce is not interested in work. They are not lazy. They don’t think the world owes them a living. They want more out of life and want to leave the world a better place because they lived. If skilled and trained leaders and managers effectively communicate and align organizational and employee purpose, focus on outcomes not office hours, sincerely care about the life success of their people, plus pull employees together through shared purpose, then organizations will experience greater employee and customer engagement, less short-tenured turnover, and greater business success.

If you let Gen Y and Z be who they are – what makes them great – and build a culture to support them, your talent pipeline will be plentiful and your retention high.

For more information about me and my new book How to Find a Job, Career and Life You Love and companion recording, Surrender to Your Purpose go toLouisEfron.com, Amazon.com and iTunes.

 

Forbes.com | December 13, 2015  | Louis Efron

#Leadership: Workforce Planning: The War Room Of #HR…In the War for Top #Talent, #Workforce Planning is the War Room of HR.

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The “War Room” – where once battle strategies, and today business strategies, are formed, tactics devised, and actions monitored. By designating a War Room, a company recognizes that from time to time, it’s necessary to take a step back from the flurry of everyday activity and survey the scene from ten thousand feet. From a holistic standpoint, the company can determine the right direction, pursue the correct strategies and enact appropriate tactics.

man-on-staircase

In the war for top talent, workforce planning is the War Room of HR. As the cornerstone of strategic human resources, the workforce plan certifies that human capital and talent management strategies run parallel to the business goals. As workforce plans hinge on effective forecasting, analysis and preparation, the failure to craft and implement an effective one will almost certainly deliver an adverse impact to a company’s ability to acquire, inspire and retain talent.

Planning Matters

For multinational corporations hoping to stay relevant and competitive, especially in the vibrant Southeast Asian market, now is the time to build workforce planning capabilities. It takes time to master this strategic function – and the fact is that few organizations are currently proficient planners. In fact, of nearly 700 respondents to our Philippines survey, 95% admit that workforce planning is either business-critical or of high importance, but only 31% claim to be able to execute it effectively. For many, short-term staffing needs due to headcount growth and high turnover rates overwhelm even the best intentions for forward planning and workforce analysis.

Now with the impending integration of the Association of Southeast Asian Nations (ASEAN) and the launch of the ASEAN Economic Community (AEC), organizations in the region need to step up fast to become strategic workforce planners.

 

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Unreliable Data Need Not Apply

If high paced and high growth describe your work environment, your ability to readily access and analyze data is not only essential to assessing the status quo, but it is critical to forecasting future needs. For workforce planning to hit the mark, companies must have access to robust quantitative and qualitative data.

  • Sourced most often from HR information and payroll systems, quantitative data includes workforce demographics (age, gender, location), salaries and benefits, employment tenure, and history of roles and experience.
  • Usually sourced from talent management systems, qualitative data includes competency and performance ratings, training and development history, successional status, mobility preferences, flight-risk ratings and career plans.

This data combination affords insights that cast light on the strengths and weaknesses of a company’s current workforce. It also highlights capability gaps and future leadership bench strength. The challenge for most organizations is that a growing workforce comes with increasingly disparate and complex data that requires a dedicated focus to maintain its integrity and reliability. Even with state-of-the-art HR technology in place to capture, track and mine the data, very few organizations possess the analytical and interpretive skills necessary to transform this into meaningful outputs. Without meaningful outputs, business managers cannot hope to use the information to make strategic workforce decisions.

Practice Makes Perfect

The painful reality is that the evolution of HR has outstripped the expertise of many who are implementing it. Global best practices in workforce planning have advanced considerably, in no small part due to the increased functionality of HR technologies.

Take a look. Workforce dashboards translate thousands of data points into a meaningful picture of the organization’s human capital strengths and weaknesses. Talent Scientists, a new breed of numerically gifted quantitative analysts, can use the detailed information available through their workforce plans to gain full visibility into their workforces around the world.

Whether you are in the Philippines, elsewhere in Southeast Asia or in countries around the world, multinational corporations should follow several workforce planning best practices:

  • Make workforce planning and strategic business planning parallel processes
  • Ensure your leadership values data-driven decision-making and promotes a culture of objective transparency
  • Invest in a sophisticated data engine with analytical tools to generate meaningful workforce information
  • Combine internal, external, structured and social data to produce deep insights into talent availability and shortfalls
  • Hire HR specialists who are adept at data modelling, interpretation and forecasting

What’s going on in your War Room? Workforce planning is the most strategic people management activity to take place within an organization. In an electric business environment, the battle for talent will be won and lost even before the players take to the field. What’s your plan?

 

Forbes.com | May 25, 2015 |  Sylvia Vorhauser-Smith

Your Career: 10 Ways to Make the Most of Your First Month at a New Job…Starting a New Job can be Daunting. Keep these 10 Tips in Mind to Make the Most of those Important First Few Weeks.

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You recently accepted a new job offer, and you can’t wait to start. After a necessary between-jobs vacation, you’re ready for your first day.  Setting yourself up for success at your new company doesn’t stop with your offer letter: Accepting an offer is just the beginning. Whether you are starting a new job at a new company or switching job functions internally, your first months will be pivotal to your success. You’ll need a plan to help you knock it out of the park.

job-seeker-3

So how do you set yourself up for success in your new gig from day one? Here’s my advice:

1. PRIORITIZE WHAT ARE THE MOST IMPORTANT THINGS TO LEARN

From understanding benefits and commuter options, to parsing through cultural norms like where people sit at lunch, and whether they sit together or work right through it, to what systems and software you’ll need to access and how to download it—you probably have a lot of questions and little idea where to start. Even if your company provides new-hire FAQ documents or training, getting started can still be daunting. You’ll likely find there’s a wealth of material you could be learning at any given time.

My advice? Be prepared to prioritize ruthlessly, or you’ll drown in information.

To help you define and prioritize your one-month learning objectives, start by weighing what it is you need to learn, and consider whether any are time-sensitive. Is it more important to learn about the company’s product offering? Its market objectives? The company culture? Internal politics? Should you skip the lingo learning and start talking to teammates and uncover best practices and your team’s internal processes instead?

If you can’t tell what’s important, ask! You may think it makes sense to get to know your immediate team first and stakeholders second, but your boss may disagree. You may think downloading essential software can be put off until later, but your peers can tell you if any are notoriously difficult to access, or whether there are licensing limitations you’ll need to start working around now. Check with your peers and your new manager about your priorities to see if your hypotheses about learning priorities make sense.

 

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2. FIND SOMEONE WHOM YOU CAN ASK ALL THE EMBARRASSING QUESTIONS

(Someone who isn’t your new manager.)

Some companies have a formal “buddy” process, whereby new hires are assigned to answer all questions—procedural, logistical, cultural. But if you don’t have an assigned buddy, find the friendliest person in the room and start there. Even if they’re not the right resource, they can likely point you in the right direction.

If you’re not sure how things are run, or why they are run that way, ask. Even though you’re the new kid, you’ll find that some of the vets on your team may have been wondering about that same question, too. Your newbie questions can also help existing teams review and reconsider current processes, and be a good heads-up that something that should be clear isn’t. Never be embarrassed to ask a question.

3. IDENTIFY OPPORTUNITIES FOR QUICK WINS

As the new kid, your job is to learn as much as you can and then quickly provide value back to the company and your team.

How do you identify quick wins? Ask yourself: What are areas of opportunity in which you can quickly make an impact? How can you make that impact visible? Are these areas in line with the company’s priorities? Are you equipped to succeed in taking on these tasks?

Talk with your teammates to uncover gaps that you may have an advantage in filling. Consider what an appropriate timeline might look like for taking on those projects. Resist the urge to launch longer-term projects where your work and output is likely to be less immediately visible (and valuable), and opt for those that will be quick enough to execute and show immediate impact (think less than three months out). Make sure you align with your manager and are in a position to deliver on the quick wins you’re setting out to complete.

4. UNDERSTAND WHAT IS EXPECTED OF YOU

What will it take to succeed in your new role day-to-day, and in the long term? Besides the tactical quick wins you’ve outlined with your manager, what else is expected of you? What kind of bar are you expected to rise to? To fully grasp your manager’s expectations of your work, you’ll need to understand everything from how to make the best use of your 1:1s and how frequently to have them, to whether your manager is more interested in seeing process or results, to what their preferred email communication style is.

In your first month on the job, take time to talk to your manager about working styles and to understand their current priorities as a manager. When you know how to help your manager, your job becomes much easier. Clear expectations are far easier to meet than fuzzy ones.

5. QUICKLY IDENTIFY AND DITCH WHAT ISN’T WORKING

Flex your strengths, but let your strategy in this new job be informed by what you have learned about the company culture, your manager’s needs, and your team’s interests and priorities—not just what you are already good at. Your strengths should continue to be an asset, but never a crutch. Be flexible, adapt to your environment, learn new skills, and adjust as necessary.

6. GET TO KNOW THE COMPANY CULTURE AND YOUR COWORKERS

Whether you realized it at your last job or not, understanding people dynamics likely played a crucial part in your success on the job. No matter what size the company, people dynamics are a major factor in how people get hired, fired, and promoted, and they also have a great deal of impact on your day-to-day experience at work. For some people, understanding working styles and company culture comes easily. If it doesn’t, start small.

Note the differences between how things were done at your old job and how they seem to be operating at your new company. Inspect those differences carefully. Are these differences companywide or specific to one person or team? How will you adapt?

Focus on understanding the values behind common micro-interactions. Understand preferences and assumptions, such as:

  • In-person requests or email requests?
  • Formal scheduled meetings, or informal discussions?
  • Calendars sacred or merely a formality?
  • Meetings: assume they are optional or required?
  • Lunch at your desk or in good company?

What do the decisions made around how people communicate say about the company’s values and assumptions? Understanding your new company culture’s baseline will help you to know the system you are operating with, and help you gain traction internally.

7. DON’T FORGET TO CHECK IN WITH YOUR FORMER COWORKERS

The first month at a new job can be hard—really hard! You may feel like you’ll never learn it all. You may cringe at not having all the answers. You may make mistakes. You may have less confidence. This is perfectly normal!

Remember to check in and talk to trusted friends and former coworkers who know you and your many talents well. They can remind you of your talents and strengths when you’re feeling down, and be a support group for you when “imposter syndrome” inevitably strikes. Because they know you well, they can help cut through your perceived struggles and identify the real challenges you’re facing, or throw down some much-needed real talk about why you do deserve to be at your job, no matter how far off that feels to you in the beginning months. They are the support group that can give you the credit you may be robbing yourself of.

8. BRING YOUR FULL SELF TO WORK

You were hired for your very unique assets—skills and experiences that may not even have been in the job description! Don’t let being the new kid dampen your personality or passion for the job. Bring your full self to work. You’ll be happier and healthier for it.

9. REST

If you’re doing all of the above, you’re likely running at full speed. Remember to take a breather, to relax, to step away from it all, and to get some sleep! Resting and regrouping is as important as taking action.

10. REMEMBER THAT EVERYONE WAS ONCE NEW AT THEIR JOB

Ask questions, smile big, breathe deep, and shake off any initial missteps. You’re learning, just like everybody else—even those with several years of tenure under their belts. Your plan in place, you too will get there.

FastCompany.com | April 2015 | 

Strategy: Why this Google Exec would Always Keeps 200 Random Resumes Lying around his Office…Former Exec used to Keep the resumes of 200 Current Googlers Lying around his Office

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Google values and invests in its employees.  It provides resources like free meals and in-house dry cleaning to save their time and improve their health and productivity.

Jonathan Rosenberg

Jonathan Rosenberg.

It “defaults to open,” to prove it trusts employees, and encourages them to work on projects they feel passionate about.

By investing in employees and giving them mission-driven things to do, Google attracts great people.

In fact, its employees can be one of the company’s best recruiting tools.

Former VP of product Jonathan Rosenberg used to keep the resumes of 200 current Googlers lying around his office.

“If a candidate was on the fence about joining Google, Jonathan would simply give them the stack and say: ‘You get to work with these people,'” Google HR boss Laszlo Bock writes in his new book “Work Rules!”

The candidate could then thumb through the pile, seeing that he or she would get the chance to work next to “Olympic athletes, Turing Award and Academy Award winner, Cirque du Soleil performers, cup stackers, Rubik’s Cube champions, magicians, triathletes, volunteers, veterans,” and people who had worked at some of the most revolutionary companies, developing landmark products.

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Rosenberg swears he didn’t select certain resumes to keep around — it was truly a random selection. But according to Bock, Rosenberg never lost a candidate.

Which isn’t to say that Google has an ideal work force. Last year, Google published its diversity statistics, revealing that it employs mostly white and Asian men.

Businessinsider.com | April 23, 2015 | 

http://www.businessinsider.com/google-employees-2015-4#ixzz3YQ0ebyW9

Strategy: Google HR Boss says Asking these Questions will Instantly Improve your Job Interviews…”Describe a Situation Where you were Responsible for Getting Others to Make a Change.”

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Managers may want to keep interviews conversational or unique — asking weird questions like “What was the last costume you wore?” — but you’ll be doing both yourself and the candidate a disservice, says Google’s SVP of People Operations Laszlo Bock in his new book “Work Rules!”

job interview

Interviews tailored to specific jobs and skills will yield the best results, says Google HR boss Laszlo Bock.

Instead, he recommends that managers of all companies, regardless of size or industry, stick to structured, job-specific interviews.

Bock cites a 1998 study from the University of Iowa’s Frank Schmidt and Michigan State University’s John Hunter that considered 85 years of hiring data from American companies. Schmidt and Hunter found that the best predictor of a candidate’s success is a work sample test, followed closely by a test of general cognitive ability and a structured interview. They found unstructured interviews to be notably insufficient predictors of success in a job.

Bock explains that Google uses an internal tool called qDroid that arranges a list of interview questions depending on what type of position is being filled. The questions are behavioral, dealing with past scenarios, and situational, dealing with hypothetical scenarios.

Bock believes that more companies don’t use these types of interviews because they require a lot of time creating questions and then testing which ones are most effective, but he insists the return on the time investment is worth it.

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He recommends looking at the questions included in the career resources section of the US Department of Veterans Affairs website. “Use them,” Bock writes, adjusting them as needed. “You’ll do better at hiring immediately.”

Below, we’ve highlighted 28 great interview questions from the VA, arranged by job level and skill:

Level I: Non-management staff.

Level II: Team leaders.

Level III: Mid-level managers.

Level IV: Executives.

Creative thinking

I. “Tell me about two suggestions you have made to your supervisor in the past year. How did you come up with the ideas? What happened? How do you feel about the way things went?”

II. “Tell me about a time when a co-worker had a good idea and you agreed but no one else was willing to listen. How did you handle the situation and what was the outcome?”

III. “What projects have you started on your own? Why did you start the projects? What did you learn from doing the projects? What were the results?”

IV. “Describe a creative endeavor you can take ownership for that impacted on the efficiency or effectiveness of your organization.”

laszlo bockNeilson Barnard/Getty ImagesGoogle’s SVP of People Operations Laszlo Bock.

Customer service

I. “Tell about a situation where you assisted a co-worker. What was the situation? What was your involvement and what was the outcome?”

II. “Tell me specifically which co-workers in your organization are your customers. What have you done specifically to improve the service you give these internal customers?”

III. “Tell me specifically how you have communicated to line staff that they have permission to go around the ‘chain of command’ to expedite resolution of a patient problem. What has been the result of such communication? Success stories?”

IV. “In the past, how have you obtained and incorporated customer feedback into your organization’s planning and service standards? Give specific examples.”

Flexibility/adaptability

I. “Tell me about the last new procedure you had to learn in your job. Tell me what specifically was the hardest aspect of learning the new procedure. Tell me specifically what you liked best about learning the new procedure. How well is the new procedure working now?”

II. “Describe a situation where you were responsible for getting others to make a change. What role did you play and what actions did you take? What was the outcome? If you had to do it again, would you do anything differently?”

III. “Tell me about a specific time when staff reductions required restructuring of the workload. How did you do the restructuring? Who specifically did you involve? How did you involve them? Why did you involve those whom you did?”

IV. “Describe an instance when you had to think on your feet to extricate yourself from a difficult situation. What caused the situation? How did your solution work?”

Interpersonal effectiveness

I. “Describe a situation where you felt you had not communicated well. How did you correct the situation?”

II. “Describe a time when you’ve had to work with strong-willed peers. What did you do? How did you handle them so you could influence their decisions?”

III. “Describe the most challenging negotiation in which you were involved. What did you do? What were the results for you? What were the results for the other party?”

IV. “Tell me about a time when you had to use your presentation skills to influence someone’s opinion. How did you prepare for the presentation? What points did you emphasize? How was the information received?”

Organizational stewardship

I. “Give an example of a time you defended your organization. How did you feel about doing it? How did you go about doing it? What was the response of the other party/parties?”

II. “Describe a time when you worked as a member of a team to accomplish a goal of your organization. What role did you play? Describe how the team worked together. What was the outcome?

III. “Describe a time when one of your staff or your work team was working above work expectations. What was your response? How did the other party/parties respond?”

IV. “Tell me specifically what you have done to create an atmosphere of trust and empowerment within your sphere of influence. What tangible results have you seen from your efforts?”

work rulesHachetteBock’s new book, “Work Rules!”

Personal mastery

I. “Name three things you have done in the past two years to grow in your job.”

II. “Describe a situation where you can take credit for the growth and development of a staff member or co-worker. Be specific about your role in terms of interactions and the outcome.”

III. “In a supervisory role, have you ever had to discipline or counsel an employee? What was the nature of the discipline? What steps did you take? How did that make you feel? How did you prepare yourself?”

IV. “Tell me about a specific time you sought specific feedback on your performance from subordinates. Specifically, how did you use the feedback? Cite specific changes resulting from the feedback.”

Systems thinking

I. “How does the work you are currently doing affect your organization’s ability to meet its mission and goals? Do you think your work is important? If yes, why? If no, why not?”

II. “In your current job, what organizational change have you made or contributed to that you are proud of? How did you go about making the change? What has been the impact of the change?”

III. “Describe a change you are responsible for that improved the performance of your work area or organization. How did: 1) you come up with the idea for the change, 2) you go about implementing the change, 3) staff respond to the change, and 4) you measure the outcome of the change? In looking back, what things would you do differently?”

IV. “Tell me about a specific decision that you made within your organization that had unexpected consequences outside your organization. How did you deal with those consequences?”

You can find many more questions at the VA’s website.

Businessinsider.com | April 15, 2015 | 

http://www.businessinsider.com/google-laszlo-bock-interview-questions-2015-4#ixzz3XOWKYByz