Does your ceo care about cost per hire? No, they don’t! They care about how much it’s costing the bottom line – so them numbers tied to that and you win. We put $250K back to the bottom-line by adding a screening element we didn’t have before – thus reducing our turnover on new hires by 23%.
But Tim! We are in HR, “legally” we have to treat everyone equally. No you don’t! There is nothing legal to say you have to treat everyone the same, and your best performers don’t want to be treated like your worst and average performers. Your CEO hates this –because they are a top performer.
We connect competencies with corporate visions and missions – but mostly leave our strategy. Great they are a wonderful person, but can they move the org forward?
Your CEO is pretty sure, you can’t find talent.
Having some technology acumen has to be a given for anyone who wants to move up into HR leadership and beyond.
You want to know why you don’t have a seat in the boardroom – you aren’t part of the tribe.
Stop telling your executives what they can’t do.
Your CEO has no one to talk to – I mean really talk to. It’s very lonely in the corner office.
Be a corporate Evangelist, not a Corp hoarder.
What your CEO wishes HR would do…
How’d we get here? “If I had a gun, with two bullets, and I was in a room with Hitler, Bin Laden and Toby, I would shoot Toby twice!” Michael Scott (The Office)
5 Things Your CEO Wishes HRWOULD Do – Regarding Talent Management Back to what the CEO wishes…
Metrics that show the alignment of the workforce plan to the major business objectives. Metrics that represent a plan of action.Really pretty charts…
• Take off the HR Hat •Simple Collaboration •Understand your businessHR Pros that get It…
Executives work at a much higher level of uncertainty. Traditional HR Forecasts are not effective. Forecasting is a static visions of the future…HR needs to add in “what-ifs” to create a qualitative piece that your executives are looking for.A GAP ANALYSIS…not really!
Why don’t we do this in HR?Value over Efficiency…
1. Who in your industry is aggressively going after talent? 2. Who are the difference makers in your competitors? 3. Exactly, by name and position, are you going after from our competition to strength us and weaken them?Your Competition…on a platter