This is the second article in a three-part series. Each post will explore the alignment of your talent functions to the achievement of your strategic business plan.
In our initial article, Does HR Have the Right Seat at the Table, we explored the critical challenges facing organizations as they embark on strategic planning for the years ahead. Now, building on that foundation, we explore a pivotal aspect of this process: the art of “closing the deal” in talent acquisition. In an era defined by rapid evolution driven by technology, AI, and analytics, the need to secure the right talent is more pressing than ever. As organizations seek to remain agile and execute their strategic plans, the key to success lies in cultivating a committed, customer-focused mindset.
Customers are the central focus of every organization. After all, without customers, it’s impossible to have a thriving business. In a world where customers have access to abundant options and information, focusing on and continually optimizing their experience is, quite plainly, essential for survival.
With these risks in mind, best practices have evolved to optimize the Customer Experience journey. The highest performing organizations immerse themselves in defining the type of customer that is their ideal target. Intense amounts of research are conducted to generate insights about how to attract, satisfy, and retain the right customers. Regular measurement is leveraged to determine where we are losing customers and how we can do better. Accountability for results is shared throughout.
In today’s world, talent should be considered on par with how we value our customers. The risks associated with human capital have the potential to disrupt your business significantly. Like customers, candidates now have access to a wealth of information. The shift towards a skills-based approach in talent management provides an expanding array of options for accessing cutting-edge skills and abilities.
In terms of culture and values, candidates are increasingly attracted to employers who align with their personal beliefs and principles. If their careers do not offer the fulfillment and development they desire, the most talented individuals are more likely to seek opportunities elsewhere.
Given that talent supply is currently so impactful to our performance, we should apply the same research, investment, and measurement that we apply to customer experience management. Let’s apply a Customer-Experience methodology to the talent experience.
Similar to the way your sales organization manages your Customer Experience, you should research, track, and report regularly on talent results. Importantly, circling back to our first article, accountability should be shared and actions proactive. A customer will fall short of advocacy if all your internal functions are not aligned. Outcomes are similar with the talent value stream, as well. Simply put, your organization’s future is at risk if you have a reputation for a poor candidate experience.
About the Author
Carla DiGiovanni is a seasoned change management and learning leader. She thrives on helping clients to realistically evaluate whether their talent programs are aligned to the achievement of their business plans.
