How robust is your talent pipeline?

Leaders are getting frustrated because the business is growing and they are facing important challenges in building their capacity.

In a recent Manpower poll, 66% of CEOs say the lack of the right skills is their biggest challenge, furthermore, 52% of jobs are going unfilled due to lack of “the right talent’’ to fill them and 1 in 5 executives report a high negative impact on their ability to meet client needs.

As a leader, how preoccupied are with these findings? If you are a business leader focused on building a sustainable company, this should be on the top of your priority list!

We frequently hear from our clients that they are having difficulty in building their talent capacity as they grow rapidly. Specifically, they are having challenges finding good people to fill their openings. They have tried so many different strategies to no avail; the resumes are not coming in! They keep doing the same things over and over again expecting different results. Sometimes, they hire or promote because they have a “body”, maybe not the best person and invariably the person leaves within a short period of time.

Does this sound familiar? Are you tired of not being able to find the Right person for the Right job at the Right time? Read our case study.

So what can be done?

  1. Managing your pipleine of talent so you have a stable of good qualified candidates to choose from when you are expanding.The first step is to Build a Talent Plan. Start by understanding the company’s talent needs in the next year or two. Once leaders know where they are going, the talent required and specific skills and competencies needed this will go a long way in finding the Right people.
  2. Identify and evaluate your current talent and compare to your future needs. Where are the gaps?
  3. Since you are building capacity, chances are you will be recruiting- explore what methods have worked in the past, where have your top stars come from? How can we replicate this?
  4. In the Talent plan is the ‘’Recruiting Mindset’’- it’s not an HR responsibility to recruit, it’s in everyone’s best interest to recruit. Explore and brainstorm possibilities. Who are your best champions, internally and externally?
  5. Capturing a talent pipeline in a data base is essential to have a sustained method of continuously building and maintaining your pipeline. What are you doing with that great candidate that is not a fit for your current opening?
  6. Develop a relationship with passive candidates over time. (Passive candidates may also be students or early graduates who are not yet looking for a job.)

Come discover what leading organizations are doing to build robust pipelines and succession plans. Learn with your peers and develop strategies that will work.

Join us at our next Free Executive Brief Breakfast where we will discuss «The Building of a Talent Pipeline.” Here are some questions to consider in the meantime.

  • Do you know how much hiring is costing you?
  • Are you having a difficult time finding the RIGHT talent?
  • How much money are you losing because you are hiring the wrong people?
  • What is the consequence of not having enough people to produce/sell?
  • What is the effect on your bottom line?

Event location:

Where:     The Pillars, 3535 St Charles Blvd, suite 700, Kirkland, PQ, H9H 5B9

When:       Thursday, March 27, 2014

Time:         7:30am – 9:30am

To register email Christine@thepillars.ca or call 514-505-3069

Talent ManagementStrategic Talent Selection and Development

Anne Pertus is the co-founder of  The Pillars, a Montreal based management consulting firm which specializes in organizational development; specifically in the development of human capital, talent management, change management and organizational learning.

A fluently bilingual, certified trainer and experienced coach in team communication and leadership, she also helps managers and teams open up the lines of communication, improving productivity. Certified in several psychometric tools, Anne identifies talents, evaluates behaviors and abilities and develops staff in building on their strengths. Anne leverages your talent’s potential.

She facilitates the building of Talent Plans within organizations to ensure a continuous talent pipeline for a sustainable future as well as Succession planning.

Anne holds a Bachelor of Business Administration from Bishop’s University.
She has over 20 years of experience with national and international companies such as Dun & Bradstreet, Motorola Canada Inc., London Life, Dale Carnegie Training & Kelly Services.

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