Talent acquisition during periods of transformational change Mike Beckmann Director, Talent Acquisition Freddie Mac Fall 2...
Transformational Change* <ul><li>Alters the culture of the institution by changing underlying assumptions and overt instit...
Source (Cause) of Change <ul><li>External Markets </li></ul><ul><ul><li>Economic </li></ul></ul><ul><ul><li>Human Capital ...
Impact <ul><li>Need for an aspirational organization which will adapt/ thrive in new environment </li></ul><ul><li>Shift i...
Key Attributes of Talent Acquisition <ul><li>Front Loaded leadership  </li></ul><ul><li>Effective messaging </li></ul><ul>...
“Front-loaded” Leadership <ul><li>Move senior leaders forward in the recruitment process </li></ul><ul><li>Senior leaders ...
Effective Messaging <ul><li>Link future state message to vision, values & mission of aspirational organization </li></ul><...
Aligned Engagement <ul><li>Establish a clear strategic sourcing/ engagement plan > to include post hire integration </li><...
Structured Pre/Post Hire Assimilation <ul><li>Assimilation based on interview assessment </li></ul><ul><ul><li>Post Offer/...
Best Practices <ul><li>Executive Services team </li></ul><ul><li>New leader integration specialists </li></ul><ul><li>Team...
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Talent Acquisition During Periods of Transformational Change

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Mike Beckmann\'s presentation from the ERE Expo Fall 2008.

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  • Talent Acquisition During Periods of Transformational Change

    1. 1. Talent acquisition during periods of transformational change Mike Beckmann Director, Talent Acquisition Freddie Mac Fall 2008 ERE Conference
    2. 2. Transformational Change* <ul><li>Alters the culture of the institution by changing underlying assumptions and overt institutional behaviors, processes, and structures </li></ul><ul><li>Is deep and pervasive, affecting the whole institution </li></ul><ul><li>Is intentional </li></ul><ul><li>Occurs over time </li></ul><ul><li>*Reference Mezirow’s work regarding transformative change </li></ul>
    3. 3. Source (Cause) of Change <ul><li>External Markets </li></ul><ul><ul><li>Economic </li></ul></ul><ul><ul><li>Human Capital </li></ul></ul><ul><ul><li>Political </li></ul></ul><ul><ul><li>Social </li></ul></ul><ul><ul><li>Environmental </li></ul></ul><ul><li>Internal </li></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Vision/ Mission </li></ul></ul><ul><ul><li>Restructuring </li></ul></ul>
    4. 4. Impact <ul><li>Need for an aspirational organization which will adapt/ thrive in new environment </li></ul><ul><li>Shift in weighting of leadership competencies </li></ul><ul><li>Increased ambiguity around: </li></ul><ul><ul><li>Mission/ Vision </li></ul></ul><ul><ul><li>Roles/ Responsibilities </li></ul></ul><ul><ul><li>Values </li></ul></ul><ul><ul><li>Success Measures </li></ul></ul>
    5. 5. Key Attributes of Talent Acquisition <ul><li>Front Loaded leadership </li></ul><ul><li>Effective messaging </li></ul><ul><li>Aligned engagement </li></ul><ul><li>Structured pre and post- hire integration and assimilation </li></ul>
    6. 6. “Front-loaded” Leadership <ul><li>Move senior leaders forward in the recruitment process </li></ul><ul><li>Senior leaders play an active role in sourcing and screening </li></ul><ul><li>Hiring team: </li></ul><ul><ul><li>Comprised of peers/ customers/ vendors </li></ul></ul><ul><ul><li>Clear roles & interview protocols </li></ul></ul><ul><ul><li>Timely & facilitated assessment </li></ul></ul>
    7. 7. Effective Messaging <ul><li>Link future state message to vision, values & mission of aspirational organization </li></ul><ul><li>Collaborative creation of key message points </li></ul><ul><li>Venues for messaging </li></ul><ul><li>Scripting the “sell” </li></ul><ul><li>Refreshing messaging during change cycle </li></ul><ul><li>Aligned closing </li></ul>
    8. 8. Aligned Engagement <ul><li>Establish a clear strategic sourcing/ engagement plan > to include post hire integration </li></ul><ul><li>Pre-game hiring team on roles </li></ul><ul><li>Ensure roles link to key message points </li></ul><ul><li>Non-core hiring team engaged and aligned with vision </li></ul>
    9. 9. Structured Pre/Post Hire Assimilation <ul><li>Assimilation based on interview assessment </li></ul><ul><ul><li>Post Offer/ Pre-hire </li></ul></ul><ul><ul><ul><li>Structured briefings from key stakeholders </li></ul></ul></ul><ul><ul><ul><li>Reinforced messaging form leadership </li></ul></ul></ul><ul><ul><li>Post-hire </li></ul></ul><ul><ul><ul><li>Peer team act as mentor/guides </li></ul></ul></ul><ul><ul><ul><li>Detailed integration plan </li></ul></ul></ul><ul><ul><ul><ul><li>Engage new hire’s support team </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Additional admin/ support during transition </li></ul></ul></ul></ul><ul><ul><ul><li>Survey integration stakeholders to sustain assimilation </li></ul></ul></ul>
    10. 10. Best Practices <ul><li>Executive Services team </li></ul><ul><li>New leader integration specialists </li></ul><ul><li>Team integration leaders </li></ul><ul><li>Customer-led integration programs </li></ul>

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