Cielo’s CEO, Sue Marks, recently penned a piece for the June issue of HR Executive Magazine. Her article, “Avoiding Arrested Development in HR – It’s Not as Funny as the Bluths,” explores the concept of “arrested development” and how failing to evolve with the changing times will leave you behind your competition.
Excerpts from the article:
Like Tobias Fünke, some of us think we’re in the know, but aren’t. We walk around tossing out new hip terminology. We rock our social media profiles. But inside, we are stuck—three, five, 10, 15 years in the past. … In terms of our careers, that means the first stages of our professional lives when we were establishing our own core beliefs. The early lessons learned can be invaluable as we grow into leaders. But if we aren’t careful, we risk being held back by a case of arrested development.
Overcoming Arrested Development
It’s easy to believe the methods you learned from respected mentors early in your career are the best strategies worth employing. And to view the biggest organizations and most deployed traditional technologies as always being world-class. But the challenges talent leaders face today are so different than they were even three years ago, let alone when some of us started our careers more than a decade (or two or, ahem, three) ago.
Time and time again I see talent leaders who think an accepted LinkedIn request means they’ve hit a modern recruitment home run—they’ve made a personal connection and used social media! Wrong. What they’re failing to recognize is that the expectations of today’s candidates have shifted significantly. Top talent wants to be wooed, not just asked, “Will you marry me?”
Blending Experience and Innovation
It is always difficult to criticize your own practices, especially when they’ve proven successful in the past or have been labeled a best practice. The challenge is acknowledging that things are different and will continue to change. What worked then is probably not really working now and definitely won’t work tomorrow.
Talent acquisition should be a fluid process, constantly adapting to evolving market and candidate expectations. While your tried-and-true talent strategies might just continue to deliver average results, ask yourself … is average good enough?
To download a copy of Sue’s complete insights, please visit: