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Reality Check

Have You Talked to Your Chief People Officer Lately?

If you want the people in your organization to have long, productive tenures, you�ve got to consider how dramatically the workforce is changing and how you can apply lessons from consumer products to your objective of keeping them productive and profitable over much longer periods of time.

Published on: Thursday, July 10, 2008 Comments (0) Category: Human Capital, Reality Check,

Posted by: Lauryn Franzoni

If you have, then you may have gotten an earful about why your company isn�t keeping its employees as long as you�d like.

If you haven�t, get ready for an earful!

Six key workforce trends are about to make a big impact on your company (if they haven�t already):

Shrinking pool of skilled labor
Changing family structures
More women entering the workforce than men
Men admitting to work-life �balance� problems and historic dissatisfaction levels
Generations X and Y placing equal value on work and home
New workplace technologies that work so well you�ve got to change

Men and women are equally fed-up about the choices they are forced to make to find success advancing the proverbial corporate ladder. How many more will continue to flee from the organizations to try and build lives that do have significance personally and professionally? Learn how to implement an elegant framework that considers the four dimensions of individual careers: Pace, Workload, Location and Role in your company by following our posts over the next few days and attending our first GrowingBusinessLink online learning program: Mass Career Customization.

Register at the Oracle Featured Resource Center and be sure to receive an invitation to this signature event featuring Cathy Benko, vice chairman and talent officer for Deloitte and architect of the firm�s own efforts at career customization across large groups of employees. She�ll share first-hand tips on how to build a framework that boosts recruitment and retention and offer insights on how your own career can benefit.

Quantified Results for What Was Once Considered a “Soft Skill”

What�s preventing your company from reaching the next level? Diagnosing that organizational challenge surely requires equal measures of tenacity and patience. But getting to the underlying reasons that might explain why your organization isn�t consistently reaching its full potential demands a fresh look at individual leadership at the top of the organization.

Published on: Tuesday, July 01, 2008 Category: Leadership, Managing, Reality Check,

Posted by: Joseph Daniel McCool

The critical nature and organizational multiplier effect of executive-level leadership often drives or drains investments meant to lift business performance, and behavioral science has pointed to the role so-called emotional intelligence plays in leaders� decision-making. But a richer body of knowledge—one that recognizes Conscious Leadership as a critical indicator of business performance and organizational capability—is now emerging and revealing how negative behaviors and deeply ingrained individual belief systems inhibit productivity on a scale not previously explored. Even more far-reaching are the strategies and insight that Conscious Leadership presents to significantly improve engagement, retention and performance.

Further, they connect full individual awareness to peak organizational performance, as revealed in a 2008 Organizational Impact Study by Farr Associates that points to one client�s realization of a 31 percent higher retention rate and a 2.7 times acceleration of internal leadership promotions. Over a five-year period this greater retention rate, as measured across the organization, resulted in a savings of $13 million.

“While other approaches involve managing your emotions and being aware of your impact on people, says Steven M. Swavely, Ph.D., senior consultant and psychologist with Farr Associates, Conscious Leadership takes it a step further in assessing leadership effectiveness beyond just emotions that may be driving automatic or reflex behaviors but also examines an individuals� belief systems and how those beliefs drive behaviors.�

Many people, including many successful business leaders, Swavely contends, aren�t fully aware of how those parts of their overall belief systems, such as their thoughts, intuition, and skill in recognizing the emotional states of other people, regularly defines their outcomes with their followers and the situational outcomes. Each of these personal inventories impacts the decisions leaders make and the behaviors they display. These subconscious or “unaware” behavioral drivers, Farr Associates� research shows, can frequently sabotage individuals� own best efforts.

Conscious Leadership requires an individual to acknowledge their beliefs and biases and how they influence his or her situational awareness, to understand other people�s points of view, and to discern, for example, when to be assertive and when to allow others to take the lead.

According to Swavely, �The key to becoming a Conscious Leader lies in bringing into awareness those belief systems that reside in the unawareness and then recognizing how they can sabotage even our best efforts to achieve success and high performance. This is especially true during times of organizational and individual stress. Since this unawareness results from a combination of how the mind works and the brain is wired, advances in neuropsychology have improved our understanding of how to achieve this objective.�

The bottom line is that Conscious Leadership keeps a leader focused on critical business objectives. With these specific goals in mind leaders don�t get derailed based on some previously unaware bias or emotional reaction that takes away the clarity of their decision-making. This leads to more effectively meeting their goals and achieving their company�s strategic objectives more efficiently.

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Economic Uncertainty Creating New Opportunities and Challenges for Corporate Leaders

�Thanks in part to an aging workforce and global economic growth, the demand for executive talent continues to increase while the threat of a recession looms.” says Mark Anderson, president and chief economist at ExecuNet.

Published on: Thursday, April 24, 2008 Comments (0) Category: Human Capital, Leadership, Reality Check,

Posted by: Robyn Greenspan

Despite evidence that the economy could continue to shed temporary and entry-level jobs, recruiting and retaining executive-level talent will remain a challenging priority for companies in 2008. Following a healthy 24 percent increase in search assignments in 2007, more than 70 percent of search firm and corporate human resource professionals believe there is a shortage of executive talent, and two-thirds (67 percent) say the war for executive talent has intensified over the last year amid increasing economic uncertainty.

Highlights from the 2008 Executive Job Market Intelligence Report:

Executive recruiters expect search assignments to climb 17 percent in 2008, while corporate recruiters are forecasting a 10 percent increase in executive-level job opportunities at their companies.
The industries expected to generate the most executive job growth in 2008 include: high tech, healthcare, business services, pharmaceuticals/biotech, and energy/utilities.
Approximately 60 percent of all employed executives report they are satisfied with their current jobs. However, for the 40 percent who are not, boredom and a lack of advancement are the most cited sources for their discontent.
Just 12 percent of executives pointed toward compensation as the reason why they�re looking to leave their current company.
Total executive compensation increased 5.7 percent in 2007 and is expected to grow another 6.2 percent in 2008.
Despite increasing shareholder scrutiny, approximately half of all executive compensation packages negotiated in the past 12 months featured perks, including company cars, club memberships, housing, and favorable loans � up from 38 percent in 2006.
Nearly all (86 percent) corporate human resource executives and 61 percent of search firms report that they do not routinely post positions with a total compensation of $200,000 and above on public websites.
A staggering 74 percent of executives believe their resume probably never reaches the decision-maker when submitted electronically through a company website, and 72 percent agree or are unsure that most positions listed on online job boards are phony or already filled.
Despite an average age of just 49, 44 percent of executives expect that their age will negatively affect their ability to land their next position.
Recruiters don�t deny that age can be an issue, but 71 percent of search consultants say their clients are less focused on age than they were in prior years; and 57 percent of corporate HR executives say that when over 50, the candidate�s age is not a negative factor in hiring decisions.

For more information on these topics and others including executive tenure trends, the fastest growing functions, and most effective job search strategies, a free summary of the 2008 Executive Job Market Intelligence Report is available at http://www.execunet.com/MarketReport. For more detail on candidate sourcing, compensation packages and the market outlook, recruiters can access the talent market summary at http://www.execunet.com/TalentMarketReport

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