Article | July 1, 2020
Your organization is looking for strong candidates to meet challenging positions. Like any functional engine, candidate search and recruitment efforts require many moving parts. Optimizing and securing the outcome of your attempts is critical. Because of this, many hiring organizations utilize the convenience and value offered by outsourced reference checking services or those provided by background screening organizations.
But they may be getting the equivalent of fast food – quick turn-around nuggets and bites of information that are not the complete dish about their candidates. Many talent organizations would really prefer the opportunity to move from reliance upon other companies but are not sure they have the time or the staff to bring this step in-house.
Article | March 30, 2020
In Executive Search now, we have a perfect storm. There is a shortage of labour, a shortage of skills, and a shortage of talent. On top of that we have a global pandemic. A pandemic that is affecting employment now, but it is employment that will bounce back when we get through this.
However, the current situation presents a new challenge for businesses considering how to build their A Team when this startes to recede. We have seen businesses caught up in "now" - and rightly so. We have also seen businesses, still concerned about now, but making plans for the future. It is the agile and the ready that will emerge fastest.
Over a decade ago the Productivity Commission published a report called The Implications of a Ageing Australia. At that time they identified that by 2021 Australia would have zero net new entrants to the workforce. This is not a forecast, it was a demographic certainty as an understanding of the retirement rate is reliable and birth rate from 2003 is simply a matter of fact.
So, it is demographics that produce the labour shortage. This is at a time when there has been substantial growth in high-paid high skilled roles and also growth in low skilled low-paid roles. Across the OECD, it is the roles in the middle, the so-called middle management roles that have been decimated.
In looking for senior executives to join an organisation as this crisis recedes boards and hiring managers need to be considering how they can best access the required skill set. They also need to be considering the additional dimensions that define talent. Across most high-value roles, on top of the requisite skills for the job, the ability to think and act strategically, the capacity to embrace change and even drive it, and people skills, specifically the ability to inspire and motivate others are what separates the merely well-qualified from the leaders of the future. We also believe a new form of holistic leadership will emerge, systemic leadership. It had already begun, but in 6 months time, the new breeed of leaders will have a different view of the world. Leaders who can see their decisions influenced more by compassion, caring for us all and for the society we live in.
It will be easy for organisations to sit on their hands when looking at the talent that they will require going forward. However, the current global pandemic will, one way or another, come to an end. With real talent in such short supply, it will be the brave and bold organisations who fulfil the talent requirements right now that will have the capacity to pull their businesses through into a new growth curve in the near future.
These are troubling times, but the reality is that organisations large and small need to re-think leadership.
Article | May 24, 2021
The logistics industry is currently enjoying something of a “Warhol moment.” With the growth in online retail, consumers have woken up to the important role that the supply chain plays in bringing goods to their front door. Investors have been flocking to the sector, looking to develop – and profit from – solutions and technologies that address challenges and longstanding inefficiencies in areas such as fulfillment and last-mile delivery. When the COVID-19 pandemic shut down borders and businesses, supply chains were suddenly thrust even further into the spotlight. From the need to keep critical supplies of PPE, cleaning goods and groceries moving to communities, and the surge in e-commerce deliveries, through to the massive vaccine distribution effort, logistics is truly enjoying its 15 minutes (or months) of fame.
For an industry in which your measure of success has traditionally been how invisible you are, behind the scenes of your customer’s business, this has drawn an unprecedented and unexpected amount of attention to what we do. In many ways, this should be a great moment to be an HR practitioner in this sector – a growing business providing essential services to society should be a highly attractive proposition to potential recruits.
At the same time, while many segments of logistics and transportation have continued to add jobs during the pandemic – particularly in areas such as warehousing and last-mile delivery services, and most particularly in anything e-commerce-related – it remains an intensely competitive market for both skilled and blue-collar workers. DHL Supply Chain conducted research in 2017 that showed that demand for supply chain talent already then outstripped supply by a ratio of 9:1. This ratio has only turned worse as a result of the pandemic. With technology and finance still the favored first job options for college graduates, sectors like trucking struggling to replace their aging workforce with younger new drivers, and retailers investing (and recruiting) aggressively in their supply chains to ride the wave of online retailing, that challenge has only become greater. Recruitment and retention particularly at the front line of operations is undoubtedly the most pressing issue facing our sector today.
Article | March 3, 2020
Any medical outbreak is a cause for concern across the HR industry, and current public worries about the coronavirus, also known as COVID-19, certainly fit that bill. With so much uncertainty about the virus and its spread, it’s important for employers to have a consistent and implementable strategy for educating employees and dealing with potential outcomes. Here are a few key considerations to keep in mind when developing your business’s coronavirus plan.