Attract, Connect, Captivate, Align, Acquire, Engage, Develop and Retain Enduring Performance.
Peak's Talent Lifecycle Series is an integral part of our totally cohesive and adaptive human capital process that works throughout the talent lifecycle, providing your organization with agility, stability and the abilities necessary to thrive in the new economy. Let's connect.
Employer Brand ROI expectations for employers include an increase in applicant quality by 89%! Bernard Hodes Group
Enticing the best candidates is far easier when an organization is considered an employer of choice and great place to work.
Right-Fit talent starts with a workforce strategy in alignment with your culture and core business strategy. Communicating and branding what separates your company from others hiring is necessary to attract a talented and diverse workforce.
Identification & Acquisition
Now that the power shifted, candidates who only a short time ago would easily tolerate slow hiring, no feedback and hiring manager arrogance will simply now drop out of the hiring process or gladly accept an offer from another firm. Dr. John Sullivan
The time is now to start building action strategies for understanding talent needs, cultivating strategic talent partnerships, developing and executing talent plans, establishing acquisition methods in alignment with skill/culture requirements and managing your important talent acquisition investment.
Onboarding & Integration
90 percent of employees decide whether they will stay at an organization within the first 6 months on the job.
Getting On Board: A Model for Integrating and Engaging New Employees
The business critical initiatives of introducing job seekers, potential candidates and new hires to your message and culture, which helps them engage with your organization in the initial search phase and perform better in their roles faster, with a closer connection to your organization's own unique way of doing things
40% of employees who receive poor job training leave their positions within the first year. Go2HR
Organizations must adopt formal and informal training processes focused on experience and provide relationship-based learning, development, coaching, mentorship, and support. Most employees and managers report their organizations lack of a meaningful and objective process of measuring performance, provide little or no coaching, and the embedded workplace culture has not encouraged the best talent to work collaboratively for team effectiveness.
Promotion & Transition
70% of today’s high performers lack critical attributes essential to their success in future roles.
The Wall Street Journal
Progressive organizations realize they must create and maintain a talent assessment and development process with sharply defined transition and promotion goals along with a system for collaboration, coaching and feedback. They understand they must nurture their rising stars but struggle to define or fully understand their level of engagement, aspiration and abilities. Organizations who place more emphasis on the future competencies necessary to meet their business growth than current performance experience higher levels of transition success.
According to Aberdeen Group's 2013 Onboarding and Offboarding Research, only 29% of organizations have a formal offboarding process in place.
From entry to exit, treating talent with respect goes a long way to establishing your organization as a employer of choice. With retributional and retaliatory claims on the rise, treating departing employees well is an intelligent business practice, discouraging unnecessary issues from arising that could damage your employment brand. The risks are too great to ignore: intellectual property and inside information taken or, worse, sharing their own horror stories online.
You must be performing these functions better than your competition to attract and retain the talent your organization requires.
Engaging & Retaining
Studies have shown that engaged employees have:
The Harvard Business Review defines employee engagement as “representing the energy, effort, and initiative employees bring to their jobs”. Intelligent organizations have moved to ensure engagement with both candidates and employees, reaping higher levels of performance, productivity, ROTI and profitability.
..leadership development is a strategic and long-term business imperative, not short-term training. For those who treat it as such, we can expect it to yield better business results and serve as a real business differentiator. Training Magazine, 5/28/2015
Tomorrow’s leaders will need to come into the job with an even broader set of capabilities. Identifying and developing candidates with high potential, including leadership development and coaching will ensure the capabilities of current leaders are aligned with what is necessary to address future strategic challenges.
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An Equal Opportunity Employer.
An Equal Opportunity Employer.