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Recruiters won’t be hunting for a new job in 2020. At least, that’s according to an article published by Entrepreneur magazine.

 

The rise of new AI-based software and recruitment websites have been billed as a way for companies to bypass executive search firms and create their own talent pipelines. But, as any traditional, pick-up-the-phone recruiter will tell you, these technologies have their limitations.

 

The bottom line is that computers can’t judge whether a potential candidate is the 'right fit' for your client's firm. It cannot compute company culture or core value-alignment.

 

That is not say that high-tech recruitment solutions are all bad. Quite the opposite, actually. They just can’t be the basis of your entire recruitment and hiring strategy. As guest writer, Paul Nolan, correctly asserts in this article, “. . . executive recruiting is more art than science.”

 

Professional recruiters spend time getting to know candidates. They gain a clear understanding of their motivation, their career aspirations, and whether the answers they provide align with the client’s overall direction when it comes to growing and transforming their business.

 

No algorithm is going to do this for you.

 

Identifying whether a candidate is the 'right fit' for your firm requires picking up the phone and getting to know them.  

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In this first installment of our new blog series, the AntonGM Team talks about the need to integrate a Passive Talent Strategy into your recruitment process.

 

 

When many people think about recruitment, they tend to only think about the end result—the placement. Rather than being a metric, a placement is an outcome of the recruitment process. By simply counting hires, we fail to consider the rest of the process that brought that candidate into the role.

 

According to an article published by the Society for Human Resource Management (SHRM), corporate attitudes may finally be shifting away from that traditional “bum in the seat” metric when it comes to measuring the success of recruitment strategies.

 

That’s the good news.

 

But then what are we measuring, and how do we get there? One of the often-overlooked elements in an effective recruitment process is a structured approach to engaging with passive candidates.

 

In reality, top industry talent is typically not applying to your job board. In most cases, “ideal” candidates with the right mix of skills and alignment with your company’s culture and goals are already gainfully employed.

 

If you think that passive candidates like these are the minority, consider this statistic: seventy percent of the global workforce are considered passive candidates.

 

So, by not targeting these individuals, it significantly narrows one’s overall talent pipeline. This means that many potential candidates would be overlooked during the recruitment process, including those "right fit," passive candidates. 

 

Even though this strategy is part of the playbook for many recruitment professionals, it remains a challenge to justify the time and effort spent on cultivating a talent pipeline of passive candidates to clients.

 

Why is this the case?

 

The answer is simple.

 

Passive recruitment strategies are a lot of work and require a dedicated, consistent process to identify those candidates who are not active but who may be open to a career leveraging opportunity.

 

While a more aggressive focus on active candidates might fill your open positions faster, it doesn’t necessarily fill them with the right people for the job. When it comes to candidates, it is best to remember that active doesn’t always mean the best.

 

 

Stay tuned for Part 2 of the Passive Talent Strategy series, where the AntonGM team will discuss how this approach can help firms be proactive rather than reactive in addressing their staffing needs.
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“Every person, team, and organization is unique in their own way. Prescriptive, “one size fits all” strategies don’t work well in practice. There is no silver bullet method applicable to all enterprises and all solutions…" PMI, 2019

 

Anyone who has worked with me or attended one of the Project Management lectures I have delivered has likely heard me say, “let’s focus on the ‘what,’ not the ‘how.’”

 

It has been an unpopular position to hold over my 20+ year career, especially since the early 2010’s when traditional PM frameworks came under scrutiny and Agile came into vogue as the “new” way of delivering projects, particularly in the IT and technology sector.

 

Organizations jumped at the chance to get products and improved UX tools to market faster and demanded new credentials, new rituals, and new “Agile” methods be employed across the board, lest they fall behind.

 

While I too have integrated some of these new Agile and hybrid “methods” to satisfy client and corporate direction, I have observed a tendency towards vigorous debate within our teams, companies, and on social media about the “best” way of delivering value.

 

It seems as though advocating for (insert current buzzworthy “method” of the day) has become exponentially more important than the product, project or service we need to deliver. It’s no wonder our strategic initiatives are still failing to deliver their anticipated value!

 

So why do we continue to spend so much of our time and energy focusing on how we are going to get work done instead of focusing on the work needing to be done for our companies and customers?

 

It’s time to reflect on the impact this fixation with approach is having on our productivity, our rates of success, and our bottom line so we can enable our delivery teams to get back to what they do best—Delivering valuable products and services!

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Happy New Year greeting with fireworks

Wishing all of our clients, colleagues, and connections a happy and rewarding New Year filled with exciting opportunities!

 

Ensure that next year is your best year yet . . . 

Connect, Transform, and Grow with AntonGM in 2020!

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At ANTONGM, we remain at the leading edge of ITAM governance, risk mitigation and process design practices and are ready to assist your organization to develop and implement a holistic, life cycle based ITAM program framework. By leveraging our expertise and the IT platform automation and tool experts we have selected as partners, you can help your organization harness the competitive business advantages of truly cross functional, strategic management of IT assets.

 

 

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Mergers and Acquisitions require operational and process changes but most importantly, they require attention to cultural and human change. If you have only looked at the transition to business as usual in terms of processes and technology, the success and viability of your new firm may be at risk.

 

 

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Accelerated Personal and Professional Growth

 

As the pace of change continues to increase around the world, companies need to become nimble in the way they transform their operations and address customer needs to survive and thrive in this new “VUCA” world. At the individual level, personal agility is the new name of the game for those people looking advance their level of career success.

 

Consulting firms, recruitment experts and large global organizations agree that one of the best ways to increase your personal agility and leverage your career more quickly is to work in another area of the world. In fact, research has shown that over 60% of employers view applicants who have travelled, worked or studied abroad more favourably in the recruitment and selection process.  

 

So, what is it about international work experience that makes it such a valuable part of a resume and since you will do the work and take that leap of faith, what’s in it for you personally?

 

Professional  Personal
Often compensation is significantly higher You will better understand other cultures, viewpoints and value systems.
Improved emotional and cultural understanding You will meet new people and expand your network
Increased leadership potential and stretch opportunities Your personal confidence will grow
Learn new working styles, tools and techniques to solve problems You will experience different ecological, cultural and economic systems
Increased personal adaptability and agility You will often learn/improve language skills

 

 

Not All Rainbows and Butterflies

 

Working abroad isn’t for everyone. Some comments from people who have experienced working internationally:

 

  1. Family and friends can often be a long distance away, so if you aren’t travelling with someone you may be lonely at times,
  2. Colleagues in your host country may not be as friendly/eager to get to know you, and
  3. The standard of living may be different/lower than your country of origin and requires that you adjust.

Do Your Research

 

If you choose to pursue an opportunity to expand your skills and experience by working abroad, there are some good questions to ask before signing the contract.

  1. Do you require sponsorship from your employer and are there work VISA’s or other permits that you need to have prior to starting work? 
  2. Are you willing to learn the language? 
  3. If you are moving with your current employer, will they be able to provide you an opportunity when you return to your home country?

 

 

 

 

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