Billy Greenblatt, founder and CEO of Sterling Talent Solutions, shares the four pillars of great leadership and why it’s easy to do the right thing for talent.
The cost of recruiting and hiring is well documented and growing. According to one estimate, replacement costs for frontline workers earning as little as $30,000 per year equate to some 16 percent of their annual salary. And as the labor market tightens, the cost of churn is wreaking havoc on businesses that rely on frontline and middle-skilled workers to deliver for consumers.
What’s worse, turnover costs are often underestimated, failing to account for the indirect costs incurred in the process. While most benchmarks include costs like advertising and marketing, recruiting, training and background screening, they rarely account for the sort of non-HR time and effort that goes in to hiring that makes entry-level recruiting an inefficient process — especially for small- and medium-sized businesses without a substantive human resources department or a well-defined recruiting function.
In recent years, I have heard from a growing number of companies grappling with this issue. One client’s CFO complained that his executive team had spent quality time with more than 50 candidates to find the four entry-level hires they had made in the preceding five months. The cost of these business leaders’ time, including lost productivity, was massive.
Even after spending many hours screening, interviewing and following up with candidates, the process often needs to be repeated. Not only do most entry-level hires leave the company within two years (estimated to be approximately 70 percent), but candidates in a robust hiring economy are apt to receive multiple offers and may surprise prospective employers by turning down an offer at the last minute.
A growing number of companies of all sizes are working to control entry-level hiring and recruiting costs by implementing a more efficient process. They’re reorienting their focus around general skills instead of role-specific skills. Rather than recruiting for a specific position, businesses can recruit more broadly with an emphasis on culture fit, core competencies and longer-term upside, thus develop a deeper candidate pool of high-potential entry-level employees that are more likely to be retained over time.
Using an authentic, emotionally resonant company “voice” and tone in job postings is another way to attract entry-level candidates, many of whom are instantly turned off by corporate speak. By focusing a recruiting pitch on the values that matter most to entry-level candidates — mission, vision, work-life balance and growth potential — companies can position themselves as a destination for emerging professionals seeking a future career instead of simply filling an open role.
Small- and midsized companies without considerable bench depth or a sophisticated hiring and recruiting function may consider third-party recruiting as a cost-effective option. Firms that specialize in particular hiring areas, such as high-tech, entry-level or management recruiting, can help smaller enterprises be more adept at identifying and hiring the right candidates, improving retention and establishing a positive reputation that will attract future talent.
Talent is an investment, and in the case of entry-level hiring, it’s largely an investment in an unknown and unproven commodity. While this can be daunting for businesses, there are ways to reduce the investment while not sacrificing longer-term outcomes. By having a sound hiring strategy and leveraging internal and/or external recruiting resources, employers can move toward a more painless hiring and recruiting process that will be leaner, more productive and more rewarding for both the candidate and the hiring company.
These were the top Talent Economy stories for the week of April 30-May 4, 2018:
City or Suburbs? Offices Face Challenges in Meeting Employee, Company Needs: The war for talent has some companies abandoning their sprawling campuses for hipper city centers, but as millennials age into their 30s, will a modern suburban workplace hold more appeal? Talent Economy Contributor Sarah Fister Gale has the full story.
Stop Putting Star Performers in Management Roles: Top employees don’t always make for the best managers. Consider inherent lack of leadership over technical skills when promoting talent, writes Talent Economy Influencer Jeff Miller.
Talent10x: How To Make a Future-First Company: Alice Mann, author of “Future First: How Successful Leaders Turn Innovation Challenges Into New Value Frontiers,” talks with Senior Editor Lauren Dixon about how to turn externalities into innovations and business opportunities.
What Does the Corporate Tax Cut Mean for L&D?: The Tax Cuts and Jobs Act dropped the corporate tax rate by 14 percentage points. Should more of those savings go to L&D? Associate Editor Ave Rio explores this topic.
Video: Tips for Running Financial Wellness Initiatives: Amid stagnant wages and rising costs of living, corporate-sponsored financial wellness programs step in to assist employees, via Senior Editor Lauren Dixon.
Finally, these are the top talent stories we’re reading from around the web for this week:
When both partners in a couple work full time, promotion and advancement can bring more grief than joy, both for employees and employers, reports Harvard Business Review.
The United States and China are the top dogs in the world of artificial intelligence, but other countries like the U.K., Germany and Canada are ramping up their investments in AI and looking for areas in which they can gain a competitive advantage, according to Quartz.
As May is Mental Health Awareness Month, Employee Benefits Adviser shares with employers ways in which they can encourage treatment in their workforce and create a stigma-free culture.
Retirement is a dirty word for many high-achieving professionals who cringe at the idea of losing their professional identity, reports the Boston Globe.
Under federal law, it’s legal for employers to pay employees with disabilities less than minimum wage, writes Vox.
To receive Talent Economy’s stories straight to your inbox, subscribe here.
The Tax Cuts and Jobs Act passed in December 2017 is the biggest one-time corporate tax rate reduction in U.S. history. The rate dropped from 35 percent to 21 percent, leaving major corporations with money to spend. Deloitte’s “CFO Signals: 2018 Q1” report found that 31 percent of CFOs expect to increase domestic hiring and 38 percent anticipate raising wages as a result of the tax reform. According to The Washington Post, Republicans argue the cuts will provide a surge for the economy, but most independent economists and Wall Street banks predict the growth will be modest and short-lived.
Either way, companies must decide what to do with this extra cash. According to a recent poll by BizBuySell, 32 percent of small businesses plan to use the majority of their tax savings to invest in marketing and sales initiatives, and 21 percent plan to invest in physical improvements to business. Of the 1,100 small-business owners polled, only 12 percent said they plan to use the savings to invest in current employees.
That number seems about right to Camille Preston, a psychologist who has spent the past 20 years looking at systems and understanding how to promote resiliency. She is also the CEO and founder of AIM Leadership, which develops individuals, teams and organizations to be more agile and impactful in a changing environment. She said the current market instability and political instability are leading to a sense of uncertainty that has been rippling into corporations she works with.
According to Preston, learning and development strategies won’t change as a result of the tax credit. “Corporations are making decisions based on pre-existing strategies. I don’t think the tax cut is having a drastic impact,” she said. “I think they are allocating those resources to what will optimize their business, whether that’s shareholder value or investing in infrastructure assets. They are using a business mind rather than a human capital mind to think about how they reallocate those resources.”
An article in The New York Times outlined various investments by companies like Home Depot, JetBlue and Pfizer that will give their extra cash to shareholders through stock buybacks. It was also reported that Apple, AT&T, Comcast, Verizon and Disney are giving employees one-time bonuses. BNY Mellon, FedEx, JPMorgan Chase, Walmart and US Bancorp are raising wages.
But Preston compared the entire tax credit to the short-lived feeling of getting a raise. “Research shows that when someone gets a raise, they feel good for a finite amount of time and then it’s almost like regression back to the mean,” she said. “They don’t really notice that raise and they go back to feeling about the job how they felt about the job prior to that raise.”
If an organization is trying to create engagement or collaboration with their employees or make it a more enjoyable place to work, Preston said how it uses the tax cut is not going to be the lever that will move this factor. “If companies are really interested in investing and engaging employees, they can do that, but I think it’s decoupled in most companies’ minds from the tax cut — unless they have a strong PR team who’s really pushing what they are doing and why they are doing it as a one-off,” Preston said.
Indeed, some companies are investing in employees with the tax savings. Boeing will spend $100 million on workforce development, training and education; Disney will spend $50 million for tuition payments for its hourly employees; and AMN Healthcare will, among other investments, add $100,000 to its $4.2 million training budget.
“We had a large commitment to training anyway, but now we put some additional dollars against our budget that were originally in the plan to focus specifically on training,” said Julie Fletcher, chief talent officer at AMN. “Last year we were named on the Fortune list as No. 11 fastest growing company. So you can imagine from a talent perspective, we have to keep up with that growth internally.”
Part of the investment will go toward a new leadership development program. This year, they will fly every new leader in for a 2 1/2-day session to set the stage for leadership expectations. “Bringing our leaders in for a culture deep-dive when they first start really helps from the onset to communicate our expectations of leadership,” Fletcher said.
The company also intends to do more e-learning through its newly acquired LMS, improve career development tools on its intranet and improve its job rotation program. Fletcher said they also want to listen to their team members to find out what kind of training the employees want. Through the firm’s past engagement surveys, they know their employees desire more development opportunities. “Knowing that more dollars are being spent on training is something that excites our employees,” Fletcher said. “We’re doing a good job of it today, but with some additional dollars we’re able to invest in development even further — whether that’s on-the-job training, technology or career development.”
Fletcher said when companies are deciding where to spend their tax savings, they should be thoughtful about what their team members want. She said she admires AMN’s own comprehensive approach and believes it will have a long-term effect. “Giving employees bonuses is a wonderful thing to do, but what will that mean a year from now?” she said. “Instead, we’re building up everything from work environment to culture to investing in development.”
A long-term effect is what Preston is looking for too. She said corporations understand the impact of engagement on the bottom line, but their drive for engagement is often short-lived.
“The best investment for corporations is developing individuals’ self-awareness — helping individuals understand who they are and what they need to perform at their best — and then providing resources so they can make small modifications in their work environment so they can spend more time at their best,” Preston said. “If corporations did this, very quickly they would be able to separate engaged employees from unengaged employees. The employees who got excited about this would be the ones you would want to invest more resources with.”
Ave Rio is an associate editor for Talent Economy. To comment, email firstname.lastname@example.org.
These were the top Talent Economy stories for the week of April 9-13, 2018:
Equal Pay Day Highlights Gender Inequality at Work: Equal Pay Day is a symbolic marker to raise awareness of the gender pay gap. This year, Equal Pay Day fell on April 10, which is, on average, how far into the year women must work to earn the wages that men earned the previous year. Learn more in the video from Talent Economy Associate Editor Ave Rio and Producers Andrew Lewis and Nina Howard.
9 Best Practices for Recruiting via Social Media: Potential job candidates spend time on social media. Here are some ways to reach them, writes Senior Editor Lauren Dixon.
Talent10x: Jonathan Calmus on Creating a Startup Counter Culture: CEO and Founder Jonathan Calmus talks with Senior Editor Lauren Dixon about how he’s changing access to entrepreneurial success.
The Next Generation of Leaders: As the younger workforce moves into higher-level roles, generational leadership differences provide insight into where leadership development should focus, writes Talent Economy Contributor Marygrace Schumann.
HR Responds to the #MeToo Movement: Stepped-up compliance and awareness training efforts are just the beginning to show employees the industry is on their side in ongoing workplace sexual harassment claims, writes Talent Economy Influencer Michelle Rafter.
Video: 5 Pay Practices to Attract and Retain Millennial Talent: Generation Y’s rise as the most populous generation in the economy comes with a nuanced set of compensation preferences, says Senior Editor Lauren Dixon.
Finally, these are the top talent stories we’re reading from around the web for this week:
Following the changes to H-1B rules, many spouses of Indian workers have to change their life plans, reports The New York Times.
Here’s how sexual harassment at work impacts the wage gap, via Time.
Just as employees, even those with health care, often struggle to find adequate mental health care, employers struggle with assessing the quality of care that their employees are receiving, writes Fortune.
In addition to paying interns, here’s how companies can help student workers get the most out of their experience, writes Fast Company.
President Trump is considering rejoining the Trans-Pacific Partnership, reports The Guardian.
To receive Talent Economy’s stories straight to your inbox, subscribe here.
By almost any measure, Scott Kriens was a successful leader.
After taking over as CEO of Juniper Networks Inc. in 1996, the veteran technology entrepreneur led the company’s growth into a global powerhouse by supplying the routers, switches, software and networking products that form the infrastructure of the internet economy. But when his father died in 2004 it forced Kriens to hit the pause button.
“It was a really difficult time in my life,” said Kriens. “I was ignoring a lot of things. I was ignoring my personal life and my relationship at home.”
After years of charging hard, Kriens began to reflect on his leadership journey and what came next. “It really became clear that being a leader meant being a skilled practitioner of relationships,” he said. “Being able to be in authentic relationships and show up in a way that could be trusted and relied upon by other people.”
That insight was so powerful that when he retired as Juniper CEO in 2009, he and his wife Joanie founded the 1440 Foundation, a nonprofit that takes its name from the 1,440 minutes in the day. While Kriens remains chairman of the board at Juniper, his focus is now trained on the foundation and 1440 Multiversity, the 75-acre campus that is part conference facility, spa, lodge and education center they built on the redwood-filled grounds of a former bible college near Santa Cruz, California.
“In traditional education, we get plenty of intellectual training, but we don’t get much relational, social, emotional training or what you might call spiritual training in a secular sense,” Kriens said. “To be truly well, we have to be developed in all dimensions. Multiversity is really meant to address the rest of yourself.”
Incorporating professional development, personal growth and health and wellness, 1440 Multiversity is a symbol of a larger movement afoot in leadership, one that aims to meld business results with health and wellness; one that recognizes that organizational results come from a more open leadership model.
The stakes are high. Leaders face a complex and ever-evolving business environment that can overwhelm them professionally and personally. Those charged with developing the next generation of leaders have a dizzying set of theories and methods to choose from to develop leaders.
Success may just require chief learning officers to step out of their comfort zone and embrace an expanded view of what leadership is and how to develop it.
From Traditional to Transformational
The history of leadership is abundant with theories, from the “Great Man” theory that proposes certain men are born with the traits required to lead — and leaders were envisioned almost exclusively as male at the time the theory was developed — to the contingency theory that held that leadership is more like a mix and match of styles to circumstances.
What has emerged in recent times as business has gone global and technology has infused it with unprecedented speed is a rising level of complexity that requires learning organizations to more closely examine what they expect of leaders and how to develop them.
The gig economy, generational shifts in the workforce and the rise of artificial intelligence and data-driven management are forcing change. Some organizations are finding that traditional leadership competencies focused on managing peers and stakeholders are not enough.
“While they are still critical to leader effectiveness, to succeed today and prepare for the future, leaders need to be able to consistently demonstrate a new mindset and a new way of working,” said Melissa Janis, vice president of leadership and organizational development at McGraw-Hill Education.
For McGraw-Hill, a 125-year-old company with a legacy as a textbook publisher, that meant shifting strategy to focus on learning technology by giving leaders the tools and ability to thrive in a disrupted marketplace. “Leaders must embrace an entrepreneurial approach and help to create a culture that fosters collaboration, candor, empowerment, influence and action,” she said.
At BNY Mellon, the roots go back more than 200 years to its founding by Alexander Hamilton, first secretary of the U.S. Treasury and current focus of Broadway’s bright lights. But that rich history doesn’t insulate the bank from the influence of technology and an economy that is increasingly open and nonhierarchical.
The challenge for leaders is to create an environment where you can pull information and answers from across the organization and move everyone in the right direction without necessarily emphasizing formal authority, said Marina Tyazhelkova, managing director and global head of management and organization development at the bank.
“It’s really kind of the crux of what good leadership is all about but it’s also really hard,” she said. “Most of the leaders we have today have probably grown up in the culture where you were the glorious leader who was supposed to show the way, know all the answers and always be right.”
Tom Gartland, former president for North America at Avis Budget Group and author of the book “Lead with Heart,” saw the limitation of that approach firsthand during his 40-year career. The more he dedicated himself to getting to know people and putting himself in service to them, the more they gave in return to the success of the company, he said.
“Leadership is an extremely personal relationship between you and the people you work with,” Gartland said. “It’s not just the people that directly work with you. From my perspective, it’s with the entire organization no matter how large the organization is.”
Effective leaders in the modern era are able to break through the distance between people and build trusted relationships, said Kriens. That means admitting mistakes and asking for help when you don’t know how to solve a problem.
“The leader is the one that has to demonstrate and make that possible first, because the rest of the team is not going to be willing to make the assumption that it’s safe,” Kriens said. “That’s all going to be withheld in an environment that doesn’t have trust in it. The leader’s got to be the one that shows up first to build that trust or it won’t happen.”
Leaders face what Rajeev Peshawaria calls the “21st century leadership dilemma,” a problem the former chief learning officer at Coca-Cola and Morgan Stanley spells out in his book “Open Source Leadership.” According to his research, autocratic, top-down leadership is what is needed to create results in today’s high-speed environment but that has to co-exist with less control, more volatility and heightened transparency.
“Welcome to the open source era where one of the key skills leaders will need is to balance seemingly opposite ideas,” he said.
He recommends that leaders focus on “positive autocracy,” an approach that includes behaviors like listening, learning and reflecting continuously and being autocratic about values and purpose while remaining humble.
Leadership is a desire to create a better future, he said, and the most successful leaders are able to persevere against the odds because of the clarity and conviction of their personal values and purpose.
“Leadership development should accordingly move away from superficial competency models, best practices and role-plays toward helping people uncover their leadership energy by clarifying their values and purpose,” Peshawaria said.
Evolution in Development
For some companies, that means thinking about leadership development as journeys rather than programs.
Like many service businesses, Havas Health & You, a New York-based advertising and communication agency, didn’t focus much on leadership development. They would often hire leaders from the outside rather than develop them internally. The extent of leadership development often consisted of hiring a coach for a top executive.
“We realized we needed to do much more,” said Pat Chenot, Havas Health & You executive vice president and chief learning officer.
Leadership is about two things: competence and connection, he said. The company supports competence through Havas University, a corporate university run by the agency’s parent company, as well as a tailored learning platform called YoU Central that houses Havas Health & You-centric training and development.
But it’s in connection where Chenot thinks they can make the most difference. “We really believe very strongly … that it’s so important to build trust and communication and that emotional intelligence is even more important than IQ,” he said.
As part of its flagship Developing Leaders Program, high-potential leaders are invited to participate in a nine-month development experience that includes leadership development workshops, one-on-one coaching and a designated executive mentor.
Fundamental to the program is an emotional intelligence assessment and 360-degree review that aims to help leaders understand themselves as leaders before they turn to how they lead others. The program’s tagline “Becoming a Better Leader Through Introspection to Inspiration” brought home the point.
“As our leaders deal with organizational changes and a constantly shifting industry and world, we want them to be also capable and prepared to cope with change and to be more resilient,” Chenot said.
Gartland would share the results of his 360 with his team, something no other leader had done before at Avis Budget. “I said, ‘This is what you guys said. These are the things that I can’t change and these are the things that I heard and I’m going to change. And if I’m not doing it, call foul.’ ”
That level of personal vulnerability and openness has the added benefit of encouraging and increasing connection among others. At Havas Health & You, while many of the leadership development participants worked in the same building, they didn’t even know each other, Chenot said.
Gartland took the personal connection one step further when he was named president of Avis Budget. He set out on a bus tour to get to know the 22,000 employees scattered throughout North America. “We went 18,000 or 22,000 miles in a bus over 12 weeks and shook hands and personally talked and hugged and served lunches,” he said.
Several years later, he still hears from people who remember that trip. “When you make that kind of impression on people and they know you care, they stay late,” he said. “They work like crazy. They take care of the customer. They do the right thing. It just changes everything.”
When leadership development fails it is because it does not focus on what Peshawaria calls “emotional integrity” or the courage to admit what one really wants for oneself.
“Great leadership happens when one is clear about the ‘why’ of their leadership, not just with the ‘what’ and ‘how,’ ” said Peshawaria. “It is the ‘why’ that keeps one going in the face of formidable resistance.”
Technology Transforming Practice
Success also hinges on integrating leadership development across the enterprise. At BNY Mellon, the company refreshed and focused leadership competencies on two priorities: client focus and cultivating innovation.
The idea was to create a shared concept about leadership at BNY Mellon that could be applied at all levels. Tyazhelkova said the goal was to touch 70 to 80 percent of the company’s 8,000 managers through leadership development programs targeted at four distinct levels: executives, senior leaders, front-line managers and new managers.
“We as a business are transforming and preparing ourselves for the new world where technology and digital plays a much bigger role,” she said. “Hence you have to start preparing with a really consistent approach across the organization. So what we did with our programs is we don’t just pick a small group of anointed leaders across the board. The program is available to all.”
While the model is consistent, the application is different based on the participants’ organizational level. Executives focus on strategy and meet in person in two cohorts of 30 to 40 people at the bank’s New York headquarters. Leaders in the other levels participate virtually in cohorts by region to promote connections among the group and focus on execution.
Technology is central to BNY Mellon’s leadership approach, allowing the firm to bring together people to learn and interact with one another in ways that would not be possible otherwise. The cohort approach is key, allowing people to discuss and debate application of management leadership principles and ideas in the context of their environment.
“You can do leadership development virtually,” Tyazhelkova said. “You can put it together as a consistent, coherent approach and you can build functional interaction where people are not always in the same room with their colleagues. It is possible.”
McGraw-Hill Education has taken a similar approach to leadership development, creating a core of leadership competencies that can be scaled by level and infusing it with technology.
“In the seven years I’ve been at McGraw-Hill Education we’ve completely changed our approach to leadership development,” Janis said. “The methodology has progressed beyond full-day, face-to-face training to blended learning with robust experiential and social components.”
As a result, within two years of launching the company’s flagship Catalyst leadership program nearly every employee of the company reported to someone who had participated.
Havas Health & You plans to expand its use of technology for leadership development but is doing so cautiously. “We could quadruple the numbers that we run through this program if we did Skype and if we did more online,” Chenot said. “In my opinion, we dilute the effectiveness of it. We continue to really focus on face to face but we need to use technology more to really leverage the effect of all the things that we’re teaching these individuals.”
Technology is central to how Martin Lanik sees the future of leadership development. Lanik, the CEO of Pinsight, a leadership technology platform and author of “The Leader Habit,” said the problem in leadership development has been execution.
“We’ve been trying to turn managers into coaches for over two decades now,” he said. “I don’t think we succeeded as a field. They don’t know how to measure on a daily basis or even a weekly basis whether somebody is in fact improving and giving them real-time feedback.”
Automation is the key from his perspective, and this is where technology can help. Leadership is a series of behaviors that can be broken down into smaller micro-behaviors that can be practiced until they become automatic. Using a software simulation, leaders assess their skills and personality and generate a development plan and daily exercises that can be practiced.
Traditional approaches to leadership development are simply not enough, Lanik said.
“[CLOs] need to identify the key behaviors and then have a very simple process to turn those behaviors into habits. We do this naturally. We intuitively get that because we do it in many other fields. For whatever reason, leadership is the one that seems to be still lacking.”
Mike Prokopeak is vice president and editor in chief of Talent Economy. To comment, email email@example.com.