Talent and Growth - The Talent Acquisition Podcast

Emma Cooper, Chief People Officer at System1Group, discusses the importance of aligning individual growth with organisational development. She shares how they have implemented departmental and organization-wide frameworks to clarify expectations and behaviours. Emma also highlights the use of the Extraordinary Leader program and the Clifton Strengths Assessment to identify and nurture talent within the organisation. She emphasises the need for continuous learning and growth, and the role of leaders in promoting and role-modeling this mindset. Emma also discusses fostering a sense of belonging and understanding of growth opportunities across all levels of the organization. Finally, she addresses the trends and challenges facing people development professionals, such as longevity, AI, and economic and political changes. Takeaways Align individual growth with organisational development through clear expectations and behaviours. Use tools like the Extraordinary Leader program and the Clifton Strengths Assessment to identify and nurture talent. Promote a culture of continuous learning and growth by recruiting and developing people interested in personal development. Role model a growth mindset as a leader by actively seeking feedback, participating in development activities, and sharing personal learning experiences. Foster a sense of belonging and understanding of growth opportunities by providing autonomy, development plans, and opportunities for collaboration and learning. Be prepared for trends and challenges in people development, such as longevity, AI, economic and political changes, and have a clear strategy to address them. Chapters 00:00 Introduction and Background 04:11 Aligning Individual Growth with Organizational Development 10:28 Measuring the Success of People Development Efforts 13:47 Fostering Belonging and Understanding of Growth Opportunities 15:31 Trends and Challenges in People Development 17:40 Conclusion and Contact Information

In this episode, Paul interviews Garry Clarke-Strange, a specialist in inclusion and diversity. They discuss the current state of diversity, equity, and inclusion (DEI) efforts in organizations and the challenges they face. Garry emphasizes the importance of making DEI a part of an organization's DNA and not just a trend. They also discuss the need to include everyone in the conversation and avoid alienating any group. Garry highlights the commercial benefits of inclusion and the impact it can have on attracting and retaining top talent. They also talk about the role of authenticity and humanizing inclusion strategies. Garry envisions a future where the conversation around inclusion is no longer necessary because it is deeply embedded in organizational culture. Takeaways DEI efforts are facing challenges and a softening of focus, but it is crucial to make it a part of an organization's DNA. Including everyone in the conversation and avoiding alienation is important for sustainable change. Inclusion has commercial benefits and can improve the overall performance of a business. Authenticity and humanizing inclusion strategies are key to engaging people and creating a positive culture. The ultimate goal is to reach a point where the conversation around inclusion is no longer necessary because it is deeply embedded in organizational culture. Chapters 00:00 Introduction and Background 02:47 The Importance of Including Everyone 06:18 The Narrative Around DEI and Alienation 10:30 The Commercial Benefits of Inclusion 12:33 Using Inclusion to Attract and Retain Top Talent 15:16 The Impact of Not Focusing on DEI 21:48 The Future of the Inclusion Conversation

Luke Eaton, a talent acquisition leader, shares insights on how to do more with less in talent acquisition. He emphasises the importance of measuring and tracking key data points, such as volume, conversion rates, and capacity, to identify areas for improvement. By optimising processes and focusing on bottlenecks, recruiters can increase efficiency and make more hires with the same level of effort. Luke also highlights the role of technology and automation in streamlining recruitment processes and reducing administrative tasks. He provides examples of how companies have successfully navigated challenging periods by implementing these strategies. Takeaways Measure and track key data points to identify areas for improvement in talent acquisition processes. Focus on optimising processes and addressing bottlenecks to increase efficiency and make more hires with the same level of effort. Leverage technology and automation to streamline recruitment processes and reduce administrative tasks. Empower individual recruiters by providing them with data and tools to improve their performance. Prioritize time management and personal well-being to maintain productivity and avoid burnout.

Roger Philby, Founder of Chemistry and Managing Partner at New Street Consulting Group, discusses the importance of data-driven decision-making in talent management. He highlights the problem of using flawed data to make decisions about hiring, promoting, and developing employees, and emphasizes the need to focus on contextual fit rather than relying solely on previous experience and qualifications. Filby introduces the five-box model, which includes intellect, personality, motivation, behaviour, and experience/skills, as a framework for assessing and predicting performance. He also emphasizes the importance of developing employees and meeting their evolving needs and expectations. Takeaways Flawed data is often used to make decisions about hiring, promoting, and developing employees, leading to poor outcomes. Contextual fit is more important than previous experience and qualifications when assessing and predicting performance. The five-box model (intellect, personality, motivation, behaviour, experience/skills) can be used to assess and predict performance. Developing employees and meeting their evolving needs and expectations is crucial for talent retention and engagement. Talent scarcity is a myth, and all individuals have talent that can be harnessed in the right context.

Today we welcome Melanie Naranjo, VP of People at Ethena. From discussing the current state of HR to exploring the evolving role of performance management in remote work environments, Melanie shares invaluable insights on how HR professionals can thrive amidst change. We explore the importance of taking HR off autopilot and crafting a strategic approach that aligns with broader business objectives. Melanie sheds light on the significance of building strong partnerships with senior leadership, emphasising the need for HR professionals to speak the right commercial language to drive success. Drawing from Melanie's extensive experience, we uncover real-world examples of successful HR initiatives that have made a tangible impact on employee engagement and performance. Additionally, we dive into the realm of data and analytics, exploring how HR professionals can leverage data-driven insights to inform decision-making and drive organizational success. Throughout the conversation, Melanie offers practical tips for HR professionals on building resilience, adaptability, and making a positive impact in their organisations. Whether you're a seasoned HR professional or an aspiring one, this episode provides valuable insights to elevate your HR practice and drive meaningful change in your workplace.

Summary Lubomila founded Plan A in 2016, a software as a service platform that supports corporates in decarbonizing, managing ESG reporting, and optimizing their value chains for sustainable growth. The journey has been complex, but sustainability has become a key decision-making element in boardrooms. Lubomila's personal motivation for starting the business came from a serendipitous moment in Morocco where she cleaned beaches from plastic. She saw an opportunity to create a business case for sustainability and combine it with her learnings from the financial system. Plan A focuses on being an empathetic leader and creating a supportive work culture. Takeaways Sustainability has become a crucial element in boardroom decision-making. Lubomila's personal motivation for starting Plan A came from a serendipitous moment in Morocco. Plan A focuses on being an empathetic leader and creating a supportive work culture. The company provides growth opportunities through programs like MyPlan A and encourages employees to go beyond their job descriptions. Education is a core part of Plan A's mission, both internally and externally. The company values cross-cultural management and encourages employees to bring their unique perspectives and reshape the company culture. Leaders building a globally applicable business should understand and adapt to different cultures and mindsets. Chapters 00:00 Introduction and Background 02:28 Opportunity and Journey of Plan A 06:29 Company Growth and Leadership 07:19 Empathy and Employee Engagement 09:09 Employee Motivation and Development 11:00 Employee Education and Upskilling 12:39 Going Beyond Job Descriptions 14:14 Personal Connection with Employees 17:54 Aligning Company Goals and Personal Aspirations

Summary In this conversation, Trent Cotton discusses the traits and strategies that contribute to high-performance recruiting teams. He emphasizes the importance of being goal-oriented, gritty, adaptable, curious, and open to respectful conflict. Trent also introduces the concept of sprint recruiting, which applies agile methodology to the recruiting process. He explains how sprint recruiting can improve efficiency, establish accountability, and provide measurable progress. Takeaways High-performance recruiting teams are goal-oriented and measure their success against specific targets. Grit and tenacity are essential traits in recruiting teams, but leaders must also help balance their focus and prevent burnout. Adaptability is crucial in today's ever-changing business landscape, and recruiting teams can foster it by creating a playground for innovation and experimentation. Intellectual curiosity drives high-performance recruiting teams, as it leads to a deeper understanding of the recruiting process and better candidate engagement. Respectful conflict is necessary for growth and improvement in recruiting teams, as it allows for diverse perspectives and better solutions. Accountability is established by setting clear goals and holding team members responsible for their actions and outcomes. Sprint recruiting applies agile methodology to the recruiting process, improving efficiency, establishing accountability, and providing measurable progress. Recruiting professionals can improve their team's performance by adopting agile methodologies like sprint recruiting and focusing on metrics and continuous improvement. Trent Cotton recommends his books, 'Sprint Recruiting' and 'High Performance Recruiting,' as resources for further exploration of these topics. Chapters 00:00 Introduction and Background 01:32 Goal-Oriented Recruiting Teams 05:25 Adaptability in Recruiting Teams 08:52 Curiosity in Recruiting Teams 10:55 Respectful Conflict in Recruiting Teams 15:22 Accountability in Recruiting Teams 24:06 Implementing Agile Methodologies in Recruiting 25:26 Book Recommendations

Today we are joined by Abigail Ansaah Nuer, Group HR Manager at Atlantic International Holding in Ghana. Today we cover: - Learn how to adapt global HR policies to local contexts effectively. - Discover practical strategies for building and scaling an HR department. - Gain insights into fostering employee engagement, recognition, and development. - Explore tips for setting up a workforce in a new country and managing cross-country interactions. - Get actionable advice on identifying and nurturing local talent. - Hear a step-by-step plan for setting up an HR function in a developing country. Don't miss out on valuable insights to enhance your HR management skills! 🌟

Dara Henry, a biotech professional and COO of Prokarium, discusses the importance of a people-centric approach in talent management and growth. He emphasises the qualities of a good manager, such as liking to work with and mentor people. Dara also highlights the value of people in companies, particularly in the biotech industry, where great science and great people are essential for success. He discusses the challenges of finding and retaining talent in the competitive biotech market and the significance of one-on-one dialogues between employees and management. Takeaways A good manager likes working with and mentoring people, while a great manager also has a vested interest in helping others' careers. In the biotech industry, people are just as valuable to a company as the drugs they develop. Smaller companies are often better at investing in and developing their employees compared to larger companies. Regular one-on-one dialogues between employees and management are crucial for meaningful communication and engagement. Companies should invest in their employees and develop tailored career development plans to retain and develop talent. Chapters 00:00 Introduction and Career Background 03:43 Defining a Good Manager 05:04 The Value of People in Companies 07:35 People-Centric Approach in Business Operations 09:02 Talent Acquisition in Biotech Industry 10:16 Challenges in Finding and Retaining Talent 12:01 Importance of One-on-One Dialogues 14:14 Planning Career Goals with Employees 16:09 Developing a People-Centric Approach 19:11 Promoting from Within 20:25 Conclusion

Abigail Wilmore discusses the shift in HR language and introduces 8 superpowers for HR professionals, including magician, influencer, pioneer, meaning maker, storyteller, product designer, marketeer, and community leader. She emphasizes the importance of developing these superpowers to have a greater impact in HR roles.