Rethinking recruitment
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Rethinking recruitment - 9 questions.

Rethinking recruitment - 9 questions.

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Rethinking recruitment Presentation Transcript

  • 1. Rethinking recruitment
  • 2. Tradition # 1 Recruit people with the most experience
  • 3. When things are changing, what if you involve people who have little or no experience? Rethinking tradition # 1
  • 4. We’re an industry that needs to change and reexamine almost every facet of how we do business. So people who have been trained and reinforced in the traditional ways of running hospitals and health system departments often don’t look at doing things in new and creative ways. They don’t challenge everything and ask tough questions. Instead they are locked into the old paradigms. So the last thing we need is someone with that kind of ”experience.” http://blogs.hbr.org/ashkenas/2011/05/job-available-no-experience-pr.html
  • 5. Further inspiration http://www.slideshare.net/frankcalberg/5-reasons-why-people-resist-change
  • 6. Tradition # 2 Involve people who are like yourself
  • 7. What if you involve people who are different than you are? Rethinking tradition # 2
  • 8. Managers who dislike conflict - or value only their own approach - actively avoid the clash of ideas. They hire and reward people of a particular stripe, usually people like themselves. http://hbr.org/1997/07/putting-your-companys-whole-brain-to-work/ar/1
  • 9. People tend to recruit candidates just like themselves. We do this because we are affected by subjective biases, and in particular by the similar-attraction effect. Johansson, Frans: The Medici Effect, p. 82.
  • 10. Even if we want to create an innovative environment with different types of people, we face millions of years of evolution that work against such desires. Johansson, Frans: The Medici Effect, p. 82.
  • 11. Research from multiple sources has shown that competive advantage, innovation, and increased shareholder value, among other benefits, are linked to a diverse board of directors. http://www.heidrick.com/~/media/Publications%20and%20Reports/Boards-and-the-permanent-revolution-in-governance.pdf
  • 12.  Skill diversity.  Thinking style diversity.  Experience diversity.  Age diversity.  Nationality diversity.  Gender diversity. http://www.heidrick.com/~/media/Publications%20and%20Reports/HS_EuropeanCorpGovRpt2011.pdf Various kinds of diversity
  • 13. Over the coming years, the workforce is set to become far more diverse, reflecting trends towards an ageing population, greater ethnic diversity and more women taking up positions in paid work. http://www.demos.co.uk/files/Recruitment%202020%20-%20web.pdf
  • 14. Further inspiration http://www.slideshare.net/frankcalberg/questions-to-discover-your-values http://www.slideshare.net/frankcalberg/corporate-governance-32341401 http://www.slideshare.net/frankcalberg/gender-diversity-9869793
  • 15. Tradition # 3 To work, people need a diploma from a school
  • 16. What if people get involved because they like to do the work and are good at it? Rethinking tradition # 3
  • 17. We recently hired two people and we didn’t even know what their degrees were, if they even had degrees. We hired them because of the work they did on the computer science platform on Khan Academy. http://blog.ted.com/2014/01/28/in-conversation-salman-khan-sebastian-thrun-talk-online-education/ Salman Khan
  • 18. More and more people are being hired on their work samples, on the projects they’ve done, the type of portfolios they’ve developed. http://blog.ted.com/2014/01/28/in-conversation-salman-khan-sebastian-thrun-talk-online-education/ Sebastian Thrun
  • 19. Sir Ken Robinson: You’re better off having a degree, but it’s not a guarantee of a good job anymore. http://www.youtube.com/watch?v=zDZFcDGpL4U
  • 20. Sources http://www.slideshare.net/frankcalberg/what-is-the-company-purpose http://www.scribd.com/doc/42321299/Tips-to-Increase-Motivation http://www.scribd.com/doc/36349465/Capital
  • 21. Tradition # 4 Resumes are important
  • 22. http://www.cio.com/article/646671/Six_Hot_Workplace_Trends_for_2011 Could digital portfolios replace resumes? Rethinking tradition # 4
  • 23. CVs have led recruiters to focus too much on grades, university reputations, and prior work experience. The problem with these hiring criteria is that they’re biased toward applicants from more wealthy backgrounds. These families usually have better connections and networks, can provide better education opportunities, and can afford to pay reputable universities’ tuition fees. In addition, children who have grown up in the upper echelons of society are also much more used to the social norms that guide successful “acceptable” behavior. http://blogs.hbr.org/2014/07/resumes-are-messing-up-hiring/
  • 24. http://opensource.com/business/10/9/facebook-generation-vs-fortune-500 Position, title and academic degrees – none of the usual status differentiators carry much weight online. On the web, what counts is not your resume, but what you can contribute.
  • 25. Tradition # 5 A manager decides what people get paid
  • 26. What if everyone decides what people get paid? Rethinking tradition # 5
  • 27. Further inspiration http://www.slideshare.net/frankcalberg/crowdfunding-35835254 http://www.slideshare.net/frankcalberg/how-are-people-paid-for-what-they-do
  • 28. Tradition # 6 Recruit people who obey
  • 29. What about recruiting people because they are interested in innovating something / more things? Rethinking tradition # 6
  • 30. http://bigthink.com/ideas/16151 http://thehypertextual.com/2010/04/08/gary-hamels-pyramid-of-human-capabilities/ http://www.business-strategy-innovation.com/2010/04/employee-traits-hierarchy-for-creative.htm
  • 31. http://blogs.hbr.org/daily-stat/2013/07/dont-make-new-hires-conform-in.html Research shows that focusing on individual strengths and what is unique about people is a much better strategy than trying to make people conform. Results: People become more motivated, work more efficiently, and make fewer errors.
  • 32. http://opensource.com/business/10/9/facebook-generation-vs-fortune-500 Whether contributing to a blog, working on an open source project, or sharing advice in a forum, people choose to work on things that interest them. Everyone is an independent contractor. Gary Hamel
  • 33. Tradition # 7 A recruitment process is long and hard
  • 34. What if recruitment took little time? Rethinking tradition # 7
  • 35. http://www.ere.net/2010/12/27/make-2011-the-year-of-blue-ocean-recruitment/ Cut down interview cycle times to 14 days as measured from candidate contact to final decision.
  • 36. http://www.ere.net/2010/12/27/make-2011-the-year-of-blue-ocean-recruitment/ Reduce the recruitment process, so that candidates only need to make 1 visit to the company.
  • 37. Tradition # 8 Recruit people for fixed jobs
  • 38. What if many tasks currently done by large companies were done instead by temporary combinations of small companies and independent contractors? Taking this idea further, what if most businesses consisted of one single person? Malone, Thomas W.: The Future of Work, p. 74. Rethinking tradition # 8
  • 39. Instead of employing and training a large workforce, LiveOps maintains a pool of loosely affiliated freelancers. These are often stay-at-home parents who cannot take a job with fixed hours but are available many times during the day. The LiveOps computerized system allows them to work remotely in their free time. Agents log on to the system when they’re available, and customer calls are routed to them. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  • 40. Airbnb, Lyft, and Uber are using freelance employment models to disrupt hospitality, transportation, and many other industries. As a result, workers are under increasing pressure to keep their skills current. This has enormous implications for the educational needs of the global population. http://mckinseyonsociety.com/sebastian-thrun-udacity-credentials-that-work/
  • 41. Sources http://www.99designs.com/ http://www.jacando.com/ https://www.mila.com/ http://www.nabbesh.com/ https://www.odesk.com/ https://www.workmarket.com/
  • 42. oDesk facilitates connections between consumers with projects and those with the skills to address them. http://ww2.cfo.com/hiring/2012/02/human-capital-in-the-cloud/
  • 43. http://en.99designs.ch/logo-design/contests/logo-wanted-frank-calberg-services-95149
  • 44. Further inspiration https://delicious.com/frankcalberg/crowdsourcing
  • 45. Tradition # 9 People retire
  • 46. Rethinking tradition # 9 What if people are included rather than excluded?
  • 47. After retirement, millions now look forward to 20 and more years of decent health, sustainable income, but face a resounding problem: What should we do now? http://www.fastcoexist.com/1679414/using-elderly-volunteers-to-create-a-whole-new-workforce
  • 48. Sources https://www.etsy.com/ http://www.rentarentner.ch/ http://www.skillharbour.com/ http://swissvolunteer.ch/