HR leaders play a key role in ensuring that their companies are able to recruit, hire, and retain the right people for the job. They work closely with hiring managers and executives to identify the skills and experience required for each role, develop effective recruiting strategies, screen candidates, and conduct interviews. In this blog post, we’ll take a closer look at the art of talent acquisition, including the challenges, best practices, and strategies that HR leaders should keep in mind.

Challenge 1: Finding Top Talent

In a competitive global marketplace, skilled professionals are in high demand, and there is often a shortage of qualified candidates for many roles. HR leaders need to be proactive and creative in order to attract the best candidates. This might involve building relationships with targeted talent pools, leveraging social media and online tools, and participating in industry events and conferences to connect with potential candidates.

Challenge 2: Screening Candidates

After a pool of potential candidates has been identified, it’s essential to carefully review each resume and application to ensure that only the most qualified candidates are invited for an interview. This process can be time-consuming and overwhelming, especially for larger organisations. HR leaders need to develop effective screening tools and processes, such as behavioural or personality assessments, to help identify the right candidates for each role.

Challenge 3: Conducting Effective Interviews

HR leaders need to create an interviewing process that provides meaningful insights into each candidate’s experience, skills, and cultural fit. This may involve using structured interview questions, panel interviews, or behavioural interviewing techniques. HR leaders need to be skilled in both creating effective interview questions and listening attentively to each candidate’s responses.

Recruiting Strategies and Techniques

To overcome these challenges, HR leaders can use a variety of recruiting strategies and techniques. Some of the most effective strategies include:

• Developing a strong employer brand: By creating a strong and positive image of the company, HR leaders can help to attract top talent and retain existing employees.
• Building a robust talent pipeline: By building relationships with potential candidates early on, HR leaders can create a pool of qualified candidates that can be tapped into as needed.
• Leveraging technology: Online tools and social media platforms can be powerful tools for HR leaders to reach and connect with potential candidates.

The art of talent acquisition requires a well-conceived plan of action, a dedicated team, and a commitment to best practices and continuous learning. HR leaders play a critical role in attracting and retaining top talent, and by following the strategies outlined in this blog post, they can help their organisations thrive in a competitive global marketplace.

Related Blogs: Succession Planning: Nurturing Future Leaders, The Importance of Workplace Wellness: Boosting Employee Health, Satisfaction, and Productivity, What can HR leaders do to increase employee engagement?

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If you have worked with people in team settings, you know that people interpret things differently. Yet, in my experience we often underestimate to what extent different perspectives can conspire to undermine team effectiveness. Alignment – a common understanding about shared goals and how to achieve them – is right at the heart of effective team delivery.

What alignment means and why it is important.

How do you know whether or not a team is really on the same page? What interventions are effective in getting team members aligned? First, let’s get a common misunderstanding out of the way. Alignment doesn’t necessarily mean everyone has to think the same thing, or even agree with each other on everything. In the research I reviewed on the topic, alignment is mostly defined as a state in which people with shared goals genuinely agree on taking a specific course of action.

We can distinguish between two types of alignment: cognitive and social. Simply put, cognitive alignment is about agreement on the contents and social alignment is about agreeing on collective action. Research also shows that team alignment is a critical trait of high-performing teams and companies, while also encouraging employee engagement and well-being.

“Working teams in organisations are faced with challenges of establishing common frames of reference, resolving discrepancies in understanding, negotiating issues of individual and collective action, and coming to a joint understanding.”

Why misalignment is humanity’s natural state.

According to social constructionism theory, people create meaning in various ways based on their social relativity. Because there really is no such thing as an objective reality, people need to first understand each other’s interpretation of reality before they can effectively work together. In other words, misalignment is as natural as the sun rising every day.

In my experience the problem is not that misalignment happens, but that we all too often fail to deal with it effectively or even worse, ignore the issue altogether and hope that it will just go away.

Teams face three kinds of obstacles to alignment:

1. Lack of a shared frame of reference. To understand each other, teams require a shared frame of reference.
2. Disagreements in understanding. Teams must build a common language that is meaningful for them to reduce misunderstanding.
3. Individual and collective action challenges. Teams must feel internally accountable to each other, which requires a shared understanding of their common goal.

These alignment gaps often sit in the ‘blind spot’ because who can tell when meaning is not shared, unless it becomes evident after things go wrong? For teams, this means that a shared understanding of team reality can never be presumed but instead requires a concerted and ongoing effort.

How to get from misalignment to alignment.

At Mirror Mirror, we’ve been working for years to research and develop a unique approach to team alignment called Team Reflector. The Team Reflector is both a diagnostic tool and a dialogue-based framework to facilitate the process of improved shared understanding.

By comparing how people in teams perceive their whole system at work, the Team Reflector identifies and measures cognitive and behavioural alignment gaps, surfacing the assumptions, misunderstandings and conflicting interpretations that undermine progress.

This data, along with a flexible dialogue-based framework, is used by independent practitioners to facilitate an informed alignment process to support teams in closing those gaps. The benefits are more clarity, engagement, shared ownership, and preparedness to succeed. Highly-aligned teams also display elevated levels of psychological safety, team cohesion, and sense of group potency and interdependence.

The Team Reflector method is based on relevant and validated scientific research and has built a strong track record since it was first introduced in 2016.

Find out more about alignment here: https://mirrormirroralignment.com and contact me at lindsay@mirrormirrorhub.com.

Lindsay Uittenbogaard, Founder and CEO of Mirror Mirror.

Read more blogs about Team Development: Talk to your Team

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The four legs are 1) my mindset, 2) marketing, 3) value pricing and 4) delegation.

Here’s what each of them consists of.

My mindset

I see myself as an entrepreneur with a specialism in leadership team coaching. In that order.

No one owes me any favours and I have no right to business opportunities. I have to earn them.

I try to be incredibly useful to customers. Useful rather than helpful. “Helpful” is patronising, which is why people often don’t ask for help.

Also, when you help someone they become helpless, less responsible, more reliant. Coaching is about raising awareness and responsibility, not providing a crutch.

When I’m incredibly useful my customers come back.

I always seek feedback from them because my aim is to get better, not be the best. I experiment a lot.

When I start working with a team, I try and get them performing better straight away. I don’t sell some mysterious phase of transformation. It’s not necessary and there isn’t time.

Marketing

There is an old saying that goes, “Fifty percent of your marketing doesn’t work. Trouble is you don’t know which fifty percent.”

Over 20 years I’ve spent hundreds of thousands of pounds on marketing. Dozens of consultants have worked up detailed strategies. I can’t say they’ve worked, or felt right for me.

Pretty much all my business comes from recommendations, so now I stick to connecting with the right people.

It’s a small group. They’re a lot like me.

I’m a Type A bloke, an engineer by first training, driven to get good results, concerned for my reputation.

So I write blogs about what I’m interested in, and that seems to work.

Value Pricing

When I started out as a coach, I sold my time: so many thousand for a one-day workshop.

After a while all my time was sold and I couldn’t earn any more.

So I stopped doing that and started “value pricing”, which is based on the value to my customers of the desired business result that we are working towards.

Psychologically, this was a big step because it seemed presumptuous. I was undervaluing my own worth.

I got over that. My repeat customers understand value, and don’t sweat over day rates.

It’s not like they can go find someone else who does what I do a bit cheaper.

Delegation

Frank Sinatra didn’t do stage lighting. He didn’t get involved in ticket sales. He turned up and sang, and when he did that he was earning thousands of dollars a minute.

He focussed on his unique ability and delegated the rest to competent people who have their own unique ability.

I try to do that. I have around a dozen great people backstage: my coach, various supervisors plus others working on everything from IT and accounting to admin and social media, who let me focus on doing what I do best.

My customers don’t need a frazzled coach bogged down in the weeds. They have enough of that going on around them.

Did I mention I wrote a book about delegation? It’s really good and is selling well.

So, these are the four sturdy legs that can bear the weight of my customers’ aspirations. I take care to maintain them. If one leg buckles, I’m in trouble.

Leadership Team Coach Dave Stitt works with construction industry executives and project teams enabling them to deliver remarkable results in a remarkable way.

Read more blogs from Dave – What is the essence of coaching?

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