Expert Value: Finding the Stars

As the global economy becomes more and more dependent on technology and innovation, companies must look at their talent and determine the expert value in each of their employees. Finding the stars and creating an environment that your experts want to be a part of is a challenge that every employer must face in today’s fast-paced digital world. Many specialized professionals (i.e. scientists, engineers, doctors, accountants) are more interested in developing their own professional expertise than in finding a management career track. Forcing natural experts into management career paths goes against the success of their own personal career goals. Instead of pushing experts into management levels, forcing them up the organizational hierarchy to promote and compensate them at higher levels, employers will now need to look at how they can reward their experts while not forcing them into management roles that they do not want.

Who are these high professionals who would rather advance in their own expertise than be promoted to management level positions? According to the Korn Ferry Institute online, “High professionals are individuals who have the capacity and interest to continuously develop their expertise for effective performance in progressively more challenging roles within their specialties.” These professionals need to be given alternative reward structures in order to recognize their expert value, while also respecting their own career goals.

High professionals want to be challenged within their own roles, and possess a strong desire for achievement. Solving complex problems is fun for them, and they recognize that learning contributes to their career success. On the flip side of this search for stars and leaders within your organization, high potentials are the employees who may not have a specific skill set, but have “management potential.” In many organizations, it is these high potential employees that are rewarded with compensation, benefits, management roles, and other perks while the high professionals are more likely to be ignored in terms of total rewards and recognition. Both groups are highly critical for the success of any organization, and should be compensated and rewarded as such. For instance, maybe having a “chief engineer” would be a more rewarding role than promoting your most skilled engineer to a department manager role. The engineer innately wants to do what he is best at – engineering. So don’t push him into a role that he will grow to hate.

Instead, reward and recognize for those skills and expert value that you can’t replace as easily. You can often groom employees into becoming effective managers – but is it as easy to teach a retail worker the ins and outs of engineering? Probably not. Not everyone wants to be a manager. And not everyone has the skills or abilities to be an engineer. So instead of fast-tracking EVERYONE on the same path, let’s acknowledge the differences within our workplaces and reward accordingly.

Emotional Intelligence and New Hires

Personality tests and skills-based competencies have been a part of recruiting and hiring decisions for quite some time now, but are you considering the Emotional Intelligence (EI) of your potential hires? According to Bamboo HR, 1 in 3 HR Managers are placing increased importance on EI in their hiring decisions. Is your organization part of that 1 in 3?

I know you’re probably thinking… [tweetthis]Emotional Intelligence – What is it and why does it matter?[/tweetthis] Read more

Social Media and Recruitment

Love it or Hate it, social media is not going anywhere. Along with it comes the debate over whether or not to use it in recruitment and then, how and when to use it .

I’ve heard arguments on so many sides of it.

“Don’t Use It”
Social media profiles can give potential employers more information than they need to make employment decisions. For example, the photos may tell you information about age, gender, and national origin. The profiles may tell you about religious beliefs or sexual orientation. The content on their page may suggest political affiliation or show details about out-of-work activities that don’t pertain to employment decisions. The fear seems to be primarily around discrimination.

“Use It”
There are numerous benefits to using Social Media in your recruitment strategy. Employees can reach out into their networks and post about open positions and that leads increased engagement. Not to mention, you can reach passive job seekers more easily than using a standard job board.

Then there’s the question of how and when and which sites to use?

This question may be easier answered depending on the Social Media platform. For job postings, consider encouraging individual employees to post the link to your ATS on their social media platforms – Twitter, Facebook, and LinkedIn about open position in the company, especially if a number of your successful hires have come from referrals. This should also be embraced on a company level – embrace Facebook, Twitter, and LinkedIn as marketing and recruiting tools. From a recruiting standpoint (directly contacting potential candidates), I tend to prefer LinkedIn as it is the most popular Social Media site for posting about professional details.

I’ve heard discussion about researching a candidate’s social media profiles after you have selected your final candidates. This again could still put you in hot water with learning information about the person that is protected. There seems to be a lot of chatter about an employer’s ability to limit or monitor an employee’s off-work activities. The EEOC held a meeting last year to hear information about topics surrounding Social Media and one recommendation that came from an attorney in that meeting was to use a 3rd party company to review social media profiles to avoid the potential of seeing sensitive information.

All in all, I’m a supporter of leveraging social media to reach more potential candidates and increase engagement. The more people that see and share your job posting, the larger and better pool of candidates an employer gets to pick from! Where I draw the line? Beware of reviewing social media content on platforms like Twitter, Instagram, and Facebook to make employment related decisions – there’s just too much sensitive information you may be able to pull from these sites to sway decision based on appearance, politic views, non-work activities, protected classes, etc. rather than on the merits of their skills and experience.

Pinpoint: Interviewing Skills and the On-Demand Workforce

Interviewing potential candidates for a new job position can be tough.  Sharpen your skills with these quick tips from our hiring experts.  Also in this month’s issue: the unique challenges and benefits of the on-demand workforce.

[gview file=”https://secureservercdn.net/166.62.112.107/8x6.b56.myftpupload.com/wp-content/uploads/PINPoint-Vol2-Iss2.pdf”]