Finding world-class talent requires a partnership with a trusted outside advisor. Visit TRANSEARCH International to discover our wide-ranging approach to leadership acquisition.

IMD World Talent Ranking 2020
imd.org

The IMD World Talent Ranking captures the capacity of an economy to develop as well as attract talent to strengthen its competitiveness. Countries are scored across three factors of Investment & Development, Readiness and Appeal.

"The latest ranking suggests that most economies that perform well focus their talent development efforts in every stage of the educational process. From primary education to tertiary, to apprenticeships and continuous work training, enhancing the skills and competencies of the work force is important. The top performing economies are open to both people and ideas. Finally, in the difficult times of social distancing and working from home, keeping the employees motivated contributes to the talent competitiveness of an economy."

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Attraction - Making Talent Acquisition a Competitive Advantage

Where "attraction" starts

Uncovering and then attracting outstanding talent is, for the majority of business leaders, the human resource equivalent of a wing and a prayer. This represents a huge talent acquisition shortfall. No matter the quality and level of investment in the rest of the talent process, the simple truth is you can't hire talent you don't attract.

"Attraction" starts with good research. With social media and AI destined to play an ever-bigger role and as algorithms get better, a good deal of that covered under the term "sourcing talent" will be automated.

For example, HireVue offers AI-based, video analysis of the candidate's facial expressions, body language and tone of voice to conduct on-demand interviews. Predictive analytics, on-line psychometrics using advanced algorithms overcome interviewer bias. Chatbots can conduct initial, virtual, screening interviews. Data mining algorithms can delve into, virtually, every aspect of the candidate's background. Unilever, for example, by 2019 had already put 250,000 candidates through an algorithm-driven selection process. Blockchain technology, acting on behalf of the candidate, lies around the corner.

The promise of digitalisation is about to become fact.

First contact and beyond

Early in the hiring process, no matter how the candidate was identified, comes the, so important, first contact. The executive you want is unlikely to be the one who is eager to jump ship. Outstanding leaders are successful where they are. Their response to an initial overture is likely to be, "I have a great job here, why should I join ABC Company?" The organisation's reputation, the company's website, the right information succinctly delivered and the ability of the caller to share the organisation's story (hiring brand) all help the cause. That said, for top candidates these provide only part of the answer.

What the reluctant candidate really wants to know is, "What is it really like to work in this business you are representing?" You can invite me to drink the Kool-Aid, I'll visit the showroom and I'll even wear the T-shirt, but tell me, what's this organisation really all about? What's under the hood?" Enter stage left a simple insight … what keeps top talent attracts top talent.

Inspiration rests, in no small measure, on the perception that what we are being told is authentic. Seasoned leaders are quick to recognise even a whiff of bovine effluent. The recruiter, be they working from within the firm or not, clearly has a vested interest in gilding the lily. Meanwhile, if the recruiter (researcher) works for an external provider (e.g., executive search), any response that describes what the hiring organisation is really like to work for - that is anything less than totally authentic - comes across as little more than a warmed-over version of what the candidate expects to hear. And don't imagine for a moment that the candidate doesn't hear "the sell" in every phrase and nuance of what they are being "sold." Nothing beats presenting the facts. Nothing has the emotional impact of the truth simply presented. Nothing is more influential than an authentic voice.

Inspire top performers

Convey the right information and the candidate is informed. Introduce the organisation's story and the candidate starts to get involved. Share why the organisation's top talent chooses to stay and the candidate is inspired. The very best candidates are reluctant to move. It's not enough to inform. It's not enough to involve. To attract top performers … you have to inspire them.

Insights by John Burdett. Orxestra Inc., © 2019.

Insights from "Talent Acquisition - The Battle For Tomorrow".

Allowing Yourself To See With New Perspective
transearch.com

It would be understandable, and maybe even predictable, if we begin to wonder whether what we know, what we have learned and how it all applies in today's business environment still matters in a world that has seen so much change and disruption in such a short amount of time.

While it would be easy to get lost in the business or general news headlines of our times, we should pause and consider where we have been and where we may need to go to play to our strengths as executives and as leaders of people.

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Leading with Purpose: The New Organisational Advantage
aesc.org

Companies that are winning the war for talent are providing meaning, value and purpose to their teams and their stakeholders. John Ryan, US Regional Vice President for TRANSEARCH International, contributes his valuable expertise to this insightful article by AESC.

"Talent will make choices that reflect their values."

"In some regional markets and in some industries, unemployment isn't 3%. It's 2%. It's that tight. So there is a war for talent, and talent cares where it works and it cares about how it's treated."

"Individuals who make a career transition care quite a bit about an employer's brand. Some of the things that people look for include paternity leave, work hour flexibility, the ability to work remotely or work around children's sporting and school events. People will ask us whether the company promotes all individuals, regardless of gender, ethnicity and so forth."

"I do a lot of recruiting in renewable energy. There are a lot of companies, for example, Google, that are really driving a clean energy, carbon neutral energy strategy, and it comes from the top. The people who run Google actually care about sustainability. It's not an economic decision, but an ethical and authentic decision to try to be carbon neutral. It's Google, and who doesn't want to work at Google? But that's the kind of thing that makes a company like Google an employer of choice, if somebody has options. And top talent always has options."

"Executives look very carefully and very intently at the employer brand of the company. If the company has a brand for treating its employees well, adding in special amenities like onsite daycare, flex hours, working from home, paternity leave, and some other things that are family friendly, these things really do become part of the brand of the company. And that might separate a company like Patagonia or Nike from a Merrill Lynch or GE. With successively younger generations, there is also a rising demand with respect to social responsibility."

"It's also easier now to leave a toxic culture or a brand people don't believe in. It's harder to hold onto really talented people. If you're not treating them well, and if there are hypocritical elements in your culture that they can't stomach, people will just leave."

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A Reckoning for Companies and Global Leaders Alike
transearch.com

Whatever your view of the future, trust that others are seeking answers to new, worrisome challenges and may well come to you for insight, encouragement and a reason to believe in the future.

Listen, learn and think about how you are being called to lead in difficult times. Your resolve to lead others to a brighter future will boost your confidence and define your legacy as a leader, too.

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How working from home works out
siepr.stanford.edu

Nicholas Bloom details several recurring themes from recent surveys covering working from home and the impact of on business and public policy.

"There's no real going back, and that means policymakers and business leaders need to plan and prepare so workers and firms are not sidelined by otherwise avoidable problems. With a thoughtful approach to a post-pandemic world, working from home can be a change for good."

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4 Ways We Might Draw Momentum From The Current Crisis
transearchusa.com

This is a time of change, an opportunity for growth. Here is how we might use the momentum to better ourselves and our work:

  1. Redefining ourselves - The chance to look inward, to ask ourselves hard questions, to reflect on our personal beliefs about equity and justice. The companies we lead and elevate with talent should be companies we are proud to represent.
  2. Embracing flexibility - If our culture is well constructed, it will travel with our employees. A culture that is flexible and incorporates remote work is a positive option. It demonstrates open and evolved thinking when it comes to employer branding.
  3. Better understanding ourselves as employees - Embracing digital innovation and adapting to a remote culture has a range of benefits. If employees feel more comfortable and have more flexibility in their work, perhaps their chance of thriving is greater.
  4. Creating better culture - 2020 has been a deconstructive year. It is uncomfortable but presents a chance to recalibrate and rebuild. How we use this experience will propel our culture into 2021.

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Five Principles For Successfully Navigating Through A Crisis
forbes.com
Posted

"Beyond digital transformation, my hope is that business leaders will continue to understand the importance of advance planning, leading with humility and perspective, supporting their employees through obstacles, fostering two-way communication, and ultimately empowering their teams to strive towards a common purpose or goal."

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A Reckoning for Companies and Global Leaders Alike
transearch.com

"No matter where you work, the impacts of COVID-19 and intensifying calls for social equality and justice have created new expectations of global corporations and international business leaders.

This reckoning in public health, political, social and economic terms will require global business leaders to see the world around them more differently than ever before. Therefore, it is time to really think about how we reset policies and practices to support equality and fairness."

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