When writing a story about the values that Curt Hecht inspired in a recent issues of Advertising Age, Allison Arden wrote “With so much pressure on quarterly earnings and the ever-increasing pace of our always-on, tech-fueled, data-focused world, we are in danger of losing perspective on what matters most: taking care of our people”. Have truer words ever been spoken?
There’s a practice out there (maybe it’s a discipline) called “Talent Acquisition”. Here’s my definition of it. “Talent acquisition is the process of identifying, attracting and acquiring skilled human talent for organizational stability and growth.” When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department. Why is it limited to HR and Recruiting why only one department or team? Why is the whole notion of having a work culture that attracts premier talent not more recognized, let alone utilized?
In my opinion, true Talent Acquisition is a foundation for company culture and employee engagement. It should really be called “Talent Acquisition and Retention”, or TAR. It should be practiced by everyone in the organization, from the most senior leaders to the youngest and newest employee. Everyone can and should contribute to the effort. The well worn phrase is “our people are our most important asset”. Then why aren’t they being treated as such? That’s a whole other thought process and will be addressed another time.
The goal should be to create a environment and culture that supports and nurtures it’s participants. I’m sure you agree with me that it’s obvious that happy employees mean productive employees. Productive employees mean giddy employers!
Happy employees tell their friends how happy they are. The employees spread the word through social media. Their friends want to be happy too, so they ask if there are any openings. The point is that creating a culture of security and respect for each employee, while supporting their professional growth and acknowledging their contribution to the company goals, make employees want to stay with that employer, while simultaneously attracting other employees.
Over 30% of employees are looking for a new opportunity. There is a significant talent shortage today. Why do so many employers act like there’s a talent surplus and treat their employees with a lack of respect? The gap between the skills needed and the employees proficient with those skills widens on a daily basis. Skilled employees are precious, valuable and need to be “attracted”, hired and then retained. Skilled professionals want to work in an environment where they’re respected, valued and nurtured.
What do you think? Do you feel respected, acknowledged and nurtured?