A mindset dictates the information you take in and use to make sense of and navigate situations you encounter - it drives what you do and why. Which ones should you help your leaders develop?
Overcoming the current talent gap in the Canadian Power Utility sector has become a priority for every board of directors.
TRANSEARCH International Toronto partner The Bedford Consulting Group highlights the tremendous challenges ahead as the sector works to keep pace with digital change and adopt new technologies in the name of efficiency, environmental responsibility and innovation.
Leaders are re-imagining their workforce models to explore how technology, expanded work settings, and talent can be used to address disruptive forces that are shaping the future of work. Many are re-evaluating their talent profiles, including how they measure the skill sets required for success in the future.
"Continuous learning in the workplace must become the new norm if individuals and organisations want to stay ahead. This places more demand than ever on leaders to take on a new role they might initially find unfamiliar - that of learning facilitator-in-chief."
Cooperation is indispensable, collaboration is essential but in reinventing the very nature of what it means to be an organisation - as we must - there is a case to be made to add a new metaphor to our vocabulary. It's tough to achieve something that you don't have a word for.
Entanglement is an intriguing metaphor. It captures, in some ways, the new challenge of smart and unbridled connectability … of one element in the system impacting other parts of the system without those involved fully understanding how. Except, as a term, it is way too esoteric, way too bizarre to have any real currency.
John Burdett suggests an alternative, one that builds on the notion of entanglement but without the unfathomable implications. To Cooperate … To Collaborate … To 'Co-tangle'.
David Wongso, MD TRANSEARCH International Indonesia, recently spoke with SWA Magazine on 'Ways to Win Talent in the Era of Disruption'. David notes how in this era of disruption many workforce skills are becoming irrelevant, and that the rate of change is getting faster. He highlights that leadership development and talent acquisition agendas must tackle the mismatch of skills and be directly managed by the C-suite and board of directors.
"The board of directors must ensure that leadership development and talent acquisition work effectively. Do not let the two agendas be entrusted to the level below but not be controlled."
"Ask business leaders today the biggest business risk in the future, and they will likely say hiring and retaining a skilled workforce."
Howard Elias (President, Services and Digital, Dell Technologies) says businesses must look to untapped pools of talent to address the shortage in digital skills.
"It's an urgent business challenge that is getting more urgent every day. And it requires a new way of thinking about finding, keeping and evolving talent for the workforce of the future."
They say it's not what you know, but who you know that matters and when it comes to the biggest influencers in the recruitment industry, there are few better known and respected than Geoff Slade, Executive Chairman of Slade Group and Consultant at TRANSEARCH International.
Sarah Morgan, Editor of The Recruitment, Consulting and Staffing Association Australia & New Zealand, speaks with "The Godfather of Recruitment" about his career and the industry as a whole.
Few companies teach facilitation as part of their leadership development agenda. And yet, if we want collaboration, if we want to grow teams, if we want to challenge talent in a meaningful way, then being able to get the best out of a meeting of minds becomes very important.
"Executives in the era of brilliant machines will be able to make the biggest difference through the human touch."