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    You are here Home » hiring

    How to Create a Rising Tide of Talent Within Your Organization

    Last updated on Jul 13, 2017 by Dan McCarthy · This post may contain affiliate links

    Guest post from Scott Wintrip:

    Great
    leaders lift up the people around them. They help employees harness their natural
    abilities, guide the development of their skills, and support them along an
    internal career path. Nurturing your organization’s team members has many
    payoffs. Staff member stay dedicated to the company and its mission; employee
    retention remains high; and in time, the organization gains its next generation
    of leaders.

    Unfortunately,
    the persistent talent shortage across the globe is undermining these efforts. There
    continue to be more jobs than qualified people to fill them. Further, this
    talent shortage is delaying promotions, which keeps people stuck in their
    current jobs because they’re the only ones who can do that job. Even when
    there’s a career path for them, talented employees can’t advance in their own
    company; they can’t step up because there’s simply no one available to take
    their place.

    You
    can solve this problem by creating a rising tide of talent available to your
    organization. Instead of focusing on succession plans that fail for lack of
    qualified successors, developing a continuous influx of top talent expedites
    advancement and elevates careers at all levels in your organization.

    How
    can you create a rising tide of talent? By ensuring your organization maintains
    a wealth of quality people.

     

    Determining Your
    Current Talent Wealth

    Talented
    employees who do outstanding work are the secret ingredients that make a
    company great. Sustaining a full complement of good employees fuels succession
    plans and helps you maintain a competitive advantage.

    Just
    as there are levels of personal wealth, so too are there levels of talent
    wealth within all companies. The departments in your organization are either talent
    rich, talent poor, or hover somewhere in between. Understanding your current
    level of talent wealth is important. Read the following descriptions and share
    them with your organization’s department heads and HR. Work together to
    determine which description best describes the current ranking of each
    department.

    1. Talent Rich
    Departments

    Talent
    rich departments employ mostly above average people, many of who are top talent
    in their fields of expertise. These people consistently do high quality work,
    often exceeding expectations and beating deadlines. Numerous advancement
    opportunities are almost always filled from within, creating new job opportunities.
    These jobs are filled quickly from a pipeline filled with high quality job
    candidates.

    2. Talent Strong
    Departments

    Talent
    strong departments employ people who are at least average at what they do. Some
    of these employees are top talent in their fields of expertise. They do quality
    work that meets expectations and deadlines. Advancement opportunities are
    frequently filled from within, creating new job opportunities. Some open jobs
    are filled quickly from a pipeline of talent. Other jobs take longer to fill,
    delaying promotions until new employees are found.

    3. Talent Stable
    Departments

    Talent
    stable departments have a mixture of average and below average performers. Just
    a few, if any, employees would be designated as top talent. The performance of
    these employees is typically adequate, although they can struggle to meet
    expectations and deadlines. Advancement opportunities, when they occur, are
    sometimes filled from within. When jobs become open, it usually takes days to
    fill some of them, weeks or months to fill the rest. Promotions are often
    delayed or even cancelled when backfilling a role takes too long.

    4. Talent Poor
    Departments

    Talent
    poor departments employ a significant number of below average performers, along
    with a handful of people who could be considered average in their roles. Rarely
    is there anyone on the team who could be considered top talent. Job performance
    is usually mediocre at best. Deadlines are often missed and expectations are
    rarely exceeded. Advancement opportunities are rare, prompting people to leave
    for other positions. When jobs open, it takes weeks or months to fill them.

    Shaping the Future of
    Your Organization’s Talent

    Talent
    rich businesses thrive while others struggle. Make maintaining high talent
    wealth throughout your company a top priority to ensure its success. Require
    that each department improve their ranking (or maintain their talent rich level
    if that’s already been achieved). Support department heads in filling open jobs
    and replacing subpar performers with quality hires. Work together with each
    department to set a goal and a deadline for this improvement, such as raising
    their current ranking one level or more by the end of the next business
    quarter. If you need help drawing in quality job candidates and conducting an
    efficient hiring process, my
    new
    book
    will show you how.

    The
    flow of talent in your organization will determine its future, lifting careers
    or sinking them, including your own. Hire exceptional people. Help them to be the
    best versions of themselves. Offer them a path that elevates their careers and
    yours. Build and maintain a wealth of talent that makes your organization an
    unstoppable force in the marketplace.
     

    Scott Wintrip has changed how
    thousands of companies across the globe find and select employees, helping
    design and implement a process to hire top talent in less than an hour. He is
    the author of the bestselling new book HighVelocity Hiring: How to Hire Top Talent in an Instant
     (McGraw-Hill,
    April 2017). Over the past 18 years, he built the Wintrip Consulting Group, a
    thriving global consultancy. For five consecutive years, Staffing Industry
    Analysts, a Crain Communications company, awarded Scott a place on the
    “Staffing 100,” a list of the world’s 100 most influential leaders. He’s also a
    member of the Million Dollar Consultant Hall of Fame and was recently inducted
    into the Staffing 100 Hall of Fame.
     
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