The business world is evolving and so is recruiting of talent. Historically we decomposed roles into specific tasks and competencies. We assign personality traits and experience levels to each role because we value emotional intelligence more than core IQ. But today's business world is increasingly more complex and changing so talent needs to be responsive, versatile, adaptive, intelligent and innovative.
There are multiple factors that have altered the view on talent and the future of the employer. First is globalization. International markets are both a challenge and an opportunity to expand since emerging global markets can represent over 50% of revenue growth for many businesses. Second is demographics of last 25 years has seen multiple economic downturns and movement of manufacturing and business services offshore. This has created delayering and restructuring; therefore establishing a more "now" than a "future" view. There is a wealth of historic knowledge and experience that has or is retiring which in too many cases overshadowed building infrastructure, a reason why there is 27+% decline in young leaders. Third is the fact that over 75% of companies do not have a pipeline in place to meet the challenges and opportunities in today's business world.
Talent is scarce. Potential is more highly sought after than experience, and competencies. Key qualities that need to be evaluated can include motivation and determination to succeed; ability to digest new information and make insightful suggestions; having a need to know; openness to learn, change, and adapt; collaborative leadership style; ability to effectively communicate; and values that are aligned to the business model.
The competition for talent is what drives our business as B&B partners with clients on the recruitment and retention of talent from senior staff to executive levels.
Bohan happens to be the middle name for several in the Bradstreet family and it was the maiden name of Ed Bradstreet's, B&B's president, mother, but the real Bohan is a dog and here is his story.....
Ed Bradstreet started this business in 1987 and his partner was Bohan. Bohan was the CCO (Chief Canine Officer) and Chairdog of the Board. The intriguing part of the story is how they met.
Prior to 1987, Ed was looking for employees to start a business. He set-up a temporary office at street level and posted a sign that read, “Recruiter Wanted. Must like people. Must be able to type. Must be good with the computer. Must be bilingual. We are an equal opportunity employer. Apply within.”
It was to Ed’s surprise that Bohan waddled into the office and with an undaunted flair, jumped into the chair, wagged his tail and gave him the “I love you” grin with his pink tongue hanging out between his lips. Ed looked at this dog and said, “I can’t hire you. You have to be able to type.”
The rest is history. That is the true story of Bohan.
When employees are placed in an environment where they are given clear and challenging goals, targeted feedback in regular performance-focused conversations and opportunities to learn from their successes and failures, they can and will grow. And if they can grow, the business can grow. This philosophy is called a Growth Mindset.
This philosophy is built on evidence-based, scientifically proven research conducted by Dr. Carol Dweck, a professor of Psychology at Stanford University. Through more than three decades of systematic research, she has figured out why some people achieve their potential while other equally talented people don’t. The key she found isn’t ability, it’s whether you look at ability as something inherent that needs to be demonstrated or as something that can be developed.
Her work has led to the identification of two distinct talent mindsets: A fixed mindset and a growth mindset.
FIXED MINDSET A fixed mindset is a belief that talent is fixed or static. In other words, employees are fixed in a certain way and can’t change. If you have to put forth effort to be successful, it must mean you lack talent.
Companies and leaders with this orientation may:
• Create easier, task-oriented goals and avoid challenge and risk taking, because failure proves you are “not smart”
• Assume employees have a decreased response from coaching and therefore use feedback primarily as a tool to “manage performance” and identify the people who aren’t performing vs. using it as a tool to unlock potential.
• It also drives a tendency to be past orientated and focused on title, grade and pay in performance management
GROWTH MINDSET Dr. Dweck believes the best managers are those with a growth mindset. In other words… those who believe in the ability of an individual to change, the transformative power of effort, and the conviction that learning is the way forward.
A key to understanding growth mindset is the concept of neuroplasticity – the ability of the brain to reorganize itself with learning. Also fundamental to this mindset is the belief that criticism may not always be agreeable, but are necessary. It fulfills the same function as pain in the human body, it calls attention to an opportunity, and allows us to readjust, recalibrate and improve.
With this orientation, companies and leaders will:
• Achieve a winning mentality
• Seek and relish opportunities to exchange feedback and engage in challenges
• Be future oriented and focused on development, excellence, and mastery
• Create goals with a stretch element that consistently raise the standard of success
Bohan & Bradstreet can help you find your opportunity to grow.
“Big Data” has been embraced by companies – large and small. Building a brand as someone who can interpret data and provide actionable business intelligence can set you the part. The key is to provide information that can be digested by multiple audiences.
Most company’s measure individuals on the following when evaluating the analytical skill competency - can you identify root causes of opportunities or problems, do you secure relevant information, and present possible solutions. The following questions typically dictate your competency level:
Asks the right questions to size up situations
Seeks our data from several sources to inform a decision
Makes sense of confusing or conflicting information