There was an interesting story on Harvard Business Review’s blog about corporate board members giving most of their companies an “F” for talent acquisition and development, blaming the HR department for the failure. Since my company helps companies around the world improve their grades on the hiring side, we have good visibility in where they both excel and underperform. Based on this, here’s what we’ve seen it take to make the “Dean’s List” for talent acquisition, and why most companies miss the mark.
- A clearly communicated and comprehensive talent acquisition strategy that’s understood, supported and tracked at all levels of the organizations. Most CEOs and companies give this lip service, without the proper support, focus, resources or controls.
- Hiring managers are ranked on how well they improve the quality of their team. If hiring top talent is number one, this needs to be the primary topic of every manager’s performance review. If it isn’t, it suggests that the mantra “talent is #1″ is all talk and no walk.
- The hiring decision is too important to leave solely in the hiring manager’s hands. Hiring managers tend to focus on their short term needs to fill a position, rather than giving emphasis to developing future leaders for the company.
Read the complete list at Quartz.
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