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10 Predictions for 2012

10 Predictions for 2012

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Published by: Tanvi Amberkar on Aug 27, 2012
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10 Predictions for 2012: The Top Trends in Talent Management and Recruiting

It’s always better to be prepared than surprised.

News and Features

10 Predictions for 2012: The Top Trends in Talent Management and Recruiting
by Dr. John Sullivan Dec 5, 2011, 5:03 am ET


It’s always better to be prepared than surprised.

By definition, being strategic requires that you look forward — identifying trends, opportunities, and threats. With the December lull looming, now is a great time to plan for the future. I’ve listed the “top 10 talent management trends” I foresee that require your attention. But you should certainly do your own thinking. I recommend that you start by examining this past year…

2011 Was The Year of Social Media
2011 was a tough year for many in talent management, but despite compressed budgets, organizations continued to hire and develop talent. One factor that seemed to invade nearly every high-level functional discussion wassocial media. It’s clear that Facebook, LinkedIn, and Twitter will play a dominate role in recruiting and development best practices in years to come.

The Additional Top Nine! Intense hiring competition will return in selected areas — global economic issues will persist for years to come. While growth has slowed somewhat in China. Australia and Southeast Asia — including India — continue to see dramatic demand for skilled talent. retention could turn out to be the highest-economic-impact area in all of talent management. . so too will “rapid” leadership development. We also started to see early stage tools to use social media in talent assessment (pre/post hire) as well as applicant/candidate/employee experience management. Twitter. New tools brought much enhanced visibility into talent issues. demand is still largely limited to certain industries where skills shortages have been an issue for years. In the U. and Europe. a whole new breed to tech startups will be born each vying for the best of the best. social messaging. and an emerging class of tools will let employees manage almost every aspect of their professional life digitally. and Zynga. I am predicting that turnover rates in high-demand occupations will increase by 25% during the next year and because most corporate retention programs have been so severely degraded.Not surprisingly. Google. Long before unified inboxes existed for the desktop. 2012 Will Be “The Year of the Mobile Platform” By the end of next year. 2011 saw no fewer than 40 new vendors emerge to help organizations use social media to attract referrals.S. and voice and video messaging in a single place. talent management leaders need to invest heavily supporting execution of talent management initiatives across mobile. text messaging. Tablets will become the virtual classroom. While recruiting will move forward at a breathtaking pace. During the next year. As innovators and game changers step out of established tech firms like Facebook. In high tech inclusive of medical technologies. more than a majority of employees are willing to quit their current job as soon as a better opportunity comes along. smart device users could see all incoming e-mail. even the skeptics will have to admit that the mobile platform will have become the dominant communications and interaction platform by earlyadopting best-practice organizations. The capabilities afforded users of smartphones and tablet devices grows immensely day by day. 2012 will see a significant escalation in the war for top talent. but the global war for talent will continue spiking in key regions an industries. Apple. but most talent-management metrics continue not to resonate with key leaders outside of the HR function. Retention issues will increase dramatically — almost every survey shows that despite high engagement scores.

With proper coordination. Remote work changes everything in talent management — the continued growth of technology. Unfortunately. the trend will be to continually shift the balance toward recruiting for immediate needs and the use of contingent labor for short-duration opportunities and problems. Firms like IBM and Cisco have led the way in reducing and eliminating barriers to remote work. Fortunately. talent managers will need to rethink the “develop internally first” approach. best practice within corporations has been to build and develop primarily from within. recruiting. Allowing top talent to work “wherever they want to work” improves retention and makes recruiting dramatically easier. As a result. Social media increases its impact by becoming more data-driven — most firms jumped on the social media bandwagon. recruiting becomes a more viable option because there simply isn’t time for current employees to develop completely new skills. and best-practice sharing can now successfully be accomplished using remote methods. even though it is now possible for as much as 50% of a firm’s jobs to be done remotely. However. Employee referrals are coupled with social media — the employeereferral program in many organizations is operated in isolation as are the organizations’ social media efforts. This realization will lead to a shift away from recruiters and toward relying on employees to build social media contacts and relationships. as the speed of change in business continues to increase and the number of firms that copy the “Apple model” (where firm is continually crossing industry boundaries) increases. a targeted personalized approach will be required if you expect to have a reasonable chance to retain your top talent. learning. managers and talent management leaders have begun to realize that teamwork. social media.Rather than the traditional “one-size-fits-all” retention strategy. The need for speed shifts the balance between development and recruiting — historically. The net result will be that as many as 60% of all hires will come from the combined . manager and HR resistance has limited the trend. Adapting social media tools from the business coupled with strong analytics will allow a more focused approach that harnesses and directs the effort of all employees on social media. In many cases. employee relationships can easily be turned into employee referrals. development. and easy communications now makes it possible for most knowledge work and team activities to occur remotely. but talent managers are beginning to realize that the real strength of social media is relationship-building by your employees. Talent leaders will increasingly see the value of a combination of internal and external social media approaches for managing and developing talent. but unfortunately the trial-and-error approach used by most has produced only mediocre results.

This program will not only cover HR legal issues but also the economic “risk” associated with weak hiring. . cuts in compensation. The candidate experience is finally getting the attention it deserves — Organizations have never treated candidates as well as they did their customers. Other business functions like supply chain. there are 12 additional “hot” topics to keep your eye on:  Risk identification — almost every other business function has already adopted a risk management strategy. production. So the time is coming when talent management will be forced to adopt a similar strategy and set of metrics.com. As competition for talent increases and as more applicants visit employer criticism sites like Glassdoor. talent leaders will be forced to modify their approach. and generally bad press for business in general may force firms to invest in true branding. make not managing employer brand perception a risky proposition. Forward-looking metrics can not only improve decision-making but they can also help to prevent or mitigate future talent problems. True branding is rarely practiced (hint: it’s not recruitment marketing) especially in the cash-strapped function of today. and the cost of turnover of key talent. The strength of these relationships will lead to better assessment and the highest-quality hires from employee referrals. and finance have long championed the use of “forward-looking” or predictive metrics and the time is finally coming when talent management leaders will shift their metrics emphasis. they can monitor and influence in a direction that isn’t catastrophic to recruiting and retention. in that they tell you what happened in the past. but the high jobless rate has allowed corporations to essentially abuse some applicants. but years of layoffs.com). Employer branding returns — Employer branding and building talent communities are the only long-term strategies in recruiting. The increased use of social media and frequent visits to employee criticism sites (like Glassdoor. the absence of developed leaders. Forward-looking metrics begin to dominate — Almost all current talent management and recruiting metrics are backward looking. firms will more closely monitor candidate experience metrics as they realize that treating applicants poorly can not only drive away other highquality applicants but it can also lose them sales and customers.efforts. Other Things to Keep Your Eye On… In addition to the major trends highlighted above. While corporations will never control their employer brand. At the very least.

and high-value managers/employees. and tools continue to improve in this area that will become increasingly important. there will be increased pressure for expedited leadership development — specifically solutions that develop talent remotely using social media tools and within months rather than years. That means conducting competitive analysis and making sure that every key talent management function produces superior results to those at competitors. Unionization — there is a reasonable chance that actions by the NLRB will increase union power and make it easier for unions to gain acceptance at private employers. However. business units. recruiting at them will again become an effective tool for recruiting top and diverse talent. Prioritization — continued budget and resource pressure will force talent management leaders to prioritize their services. your firm must have a talent pool or pipeline developed. Assessment continues to improve — vendors. Location software — talent managers will begin to realize that software that allows you to check-in and see who is within close geographic proximity has great value and many still unidentified uses. key jobs. Increase your revenue impact — increased economic pressures will continue the trend of forcing all functions (including talent management) to convert their functional results into business impacts in dollars. Expedited leadership development — as more baby-boom leaders and managers actually begin to retire.” the increased use and the improved management of contingent workers will become essential for agility and flexibility. Integration — there will be increasing pressure for talent management functions to more closely integrate and work seamlessly. Contingent workers — as continuous business volatility becomes the “new normal. Although HR has a long history of being internally focused and not being “highly competitive. Hire before they do — most firms will restrict their hiring until the turnaround actually begins.” there is increasing pressure to become more business-like and to adopt an “us-versus-them” perspective. Recruiting at industry events — as industry events return to popularity. so that you can hire immediately and capture the top talent right before your competitors realize the downturn is over. Competitive analysis — the increasingly competitive business world has forced almost every function to be more externally focused. Talent management will face increasing pressure to directly demonstrate how their           . software.

so that it directly increases and maximizes corporate revenues.hiring. trends. is focused. more proactive. development. retention. Opportunities. Given this increased attention. The “new” talent management leader must be more strategic. It’s time to realize the “but-we-are-overwhelmed-and-toobusy” excuse for not forecasting and planning is . and more business-like. 1 area where CEOs expect dramatic change during the next year. Threats) to identify where they are and where they need to be. Weaknesses. etc. it’s even more critical that talent management and recruiting leaders set aside time to conduct a SWOT assessment (Strengths. Final Thoughts A recent survey of CEOs rates talent management as the No. and that means getting your entire staff to begin thinking about and planning for the game-changing events. and opportunities that will occur during the next year.

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