Platt Perspective on Business and Technology

Don’t invest in ideas, invest in people with ideas 30 – bringing innovators into a business and keeping them there 13

Posted in HR and personnel, strategy and planning by Timothy Platt on May 22, 2017

This is my 30th installment in a series on cultivating and supporting innovation and its potential in a business, by cultivating and supporting the creative and innovative potential and the innovative drive of your employees and managers, and throughout your organization (see HR and Personnel – 2, postings 215 and loosely following for Parts 1-29.)

I have been writing in recent installments to this series about finding and hiring the best, and particularly for critical needs positions in your business and when you need to find new employees who do not fit into any given, standard cookie cutter-type moulds. And with that in mind as a general overarching area of discussion, I successively addressed four specific issues and their possible resolution in Part 27, Part 28 and Part 29 that I repeat here for continuity of discussion as I proceed on from that starting point:

1. First, you need to reach out through communications channels that the people you seek to reach actively use,
2. Then you need to craft conversation starting messages that will prompt them to reach back to you, and to at the very least look further into what you have to say, and into what you do and are as a business.
3. Then you have to actually engage, and with a goal of starting a conversation – which would lead to these people thinking of your business as a possible next employer, and with their coming to see one or more positions that you have available as possible good next career steps for themselves.
4. And this crucially means you’re learning more about them, just as they reach out to learn more about you.

I have, as just noted, offered at least a foundational answer to the issues and questions raised in those four numbered points in the three immediately preceding installments to this series. And I continue on from there, with a goal of putting that flow of discussion into an organizational context, where I took a more individualized approach to special needs hiring there. And that brings me to two more areas of consideration that I made note of in Part 29 and that I repeat here, as new additions to the above list:

5. How can you more effectively bring current employees and managers on-board with change in hiring and in personnel policy and practice, as your and their business pivots towards being more innovative – and even in its basic business processes where that would create greater business flexibility and competitive strength?
6. And how can you best enable a smoother integration of the type of change that I address here, into a perhaps very settled existing system and in ways that can increase buy-in from stakeholders and gate keepers already in place – and at a structural organizational level in your business as well as at a more strictly interpersonal one?

Simply promulgating policy and passing it down the table of organization here, is not going to in any way guarantee either buy-in or compliance, or even a shared understanding as to what is supposed to be done now or why – which can explain a lack of actual day-to-day realized buy-in and compliance in and of itself.

I have made note in recent installments to this series, and certainly in Part 29, of how both compliance with and even shared understanding of new policy and practice of the type discussed here, can require active support from the corporate culture in place. And I have explicitly stated that making a change to the type of hiring and staff retention approach that I write of here, can require change and even relatively fundamental change in the overall corporate culture in place too. I stated there, that I would delve into this complex of issues in the course of this overall discussion, and will begin to explicitly do so here in this posting, as I at least start considering Point 5 as just listed above. And I begin that by posing a challenge, or rather by acknowledging one that the ongoing momentum of a business can and often does offer.

• Supervisory managers who are looking for new hires, and I add members of Human Resources who are supposed to assist them with this, and help keep processes followed aligned with business norms, all tend to follow processes and practices that they themselves have had to follow in their own careers, and from both sides of the hiring table.
• When these processes have come across as onerous or difficult, even the managers who found them the most objectionable when they were going through them, can come to see them as “paying one’s dues” and as a necessary part of the new employee candidate-filtering and selecting process – and not as problems that they might have prevailed over themselves but that nevertheless create avoidable problems for all concerned, and on both sides of that hiring table.

So as a starting point, Point 5, above is in many respects a matter of bringing decision makers in the hiring process to see this workplace and task performance requirement through fresh eyes. And for finding and bringing in the best possible new hires, and particularly the creative and special skills and experience best, that means looking through and thinking through the hiring process both from their own perspective and from that of the candidates who are under consideration – and particularly for those candidates who could bring the most to the business if hired, and who all of your competitors would want to hire too.

• This is important; re-envision the hiring process as a manager or as a Human Resources professional who works on hiring-process tasks, from the best candidate perspective, and from the perspective of you’re looking to hire those best candidates in a seller’s, candidate favoring market.
• When you are looking at these candidates, the market is always going to be at least somewhat of a seller’s market, and even if it is an essentially entirely buyer’s, hiring business-favoring jobs market for finding and bringing in more routine hires.

Now, how do you actually bring these business-side hiring process gatekeepers on board with all of this, as the business they work at seeks to pivot towards being more effective in finding, hiring and onboarding their next business step forward, new hire enablers?

I at least begin addressing that question by turning back to the above repeated Points 1-4 of the numbered list at the top of this posting. The interactive online experience as an all but ubiquitously expected presence, and online social media have changed the playing field here and for both job seekers and hiring businesses. And at the same time that this has affected how candidates and employers find each other, come to know about each other and interact, this also offers a key element to the answer to that question too.

Effectively bringing a change like this into a business means offering the people involved in it as stakeholders and gatekeepers, the tools that they would need to actually follow the new approaches and processes put in place. And that begins with information gathering and communications.

Marketing and Communications is always involved in the hiring process when a new hire would work in that department or service and in that functional area. But in an interactive online and social media shaped context, it is vitally important to bring relevant skills and experience from these professionals into the hiring process in general, and exactly as more generically skilled Human Resources professionals are brought in, to help organize and manage specialty skills hiring for other functional area services. An involved member of the HR team does not have to be an expert in the skills sets that they would help another department or service to hire for; they do not necessarily have to actually know anything about the details of what a new hire there would do. That is an area that the people involved in this from the hiring department or service would be expert in. Similarly, a social media and related communications expert from Marketing and Communications, need not be an expert in what a new hire in another department or service would do either. But they could offer real expertise in finding and vetting the right online channels to connect with the right potential new hires through. And they could offer assistance in crafting a conversation with these people, that could be built from as best candidates are identified and pursued.

• Even when a new hire would work in the most abstruse technical areas, an initial conversation starter that might lead to their applying for a job with your business, is not going to be technically detailed and abstruse. It is going to be more general and two-way introductory, and more generic in many respects for that. It is going to be more about “this is who we are; what are you looking for as a next best opportunity and how can we work together to reach our respective goals?”

I have started addressing Point 5 of the above, here-expanded to address list by expanding the range of expertise brought into the candidate selection process at the very least, and in building a more effective communications bridge that can be used in the next hiring process steps. I am going to continue addressing Point 5 in the next series installment and will at least begin addressing Point 6 there as well. Meanwhile, you can find this and related postings and series at Business Strategy and Operations – 4, and also at Page 1, Page 2 and Page 3 of that directory. Also see HR and Personnel and HR and Personnel – 2.

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