Director Of Talent Question: Download Director Of Talent PDF
Explain me is it possible to characterize a typical talent? How do you avoid overlooking the recruitment of an applicant when screening is based on highly specific requirements dictated by the professional manager?
Answer:
Although some skills are needed in every organization, such as IQ, EQ (emotional intelligence) and others, one must remember that the definition of talent is not clear-cut.
Talent is always estimated relative to the current and future needs of a particular organization, the nature of the organization, and the specific situation. It is possible, therefore, that an employee considered a talent in organization A will not be considered as such in organization B, and vice versa.
If the recruitment process is carried out according to the specific and rigid requirements of a hiring professional manager, there may be applicants with great talent who could fill the position who will not be engaged because they do not precisely meet the defined profile.
At the same time, one should keep in mind that the hiring managers sometimes may have a genuine difficulty accepting a candidate who does not meet the criteria, from their point of view.
Therefore, it is important to distinguish between the skills and capabilities necessary based on the job description and those that are no more than a matter of habit.
The understanding that diversity can help the organization achieve its business goals should percolate to the hiring managers. To this end, HR managers should provide the hiring manager with the tools and means to expand diversity.
This can be accomplished through various interview options. You can add another step of an interview with another manager to evaluate the candidate, or even expand the variety of the recruitment resources beyond those currently used for recruitment.
The connection between talent management and diversity, besides being value-related, enables the entry of new populations into the organization, which is important to the vitality of the organization and increases its chances of success.
A good example is the call center, which in the past was populated only by students.
In light of the high turnover in the field, an attempt was made, which proved to be successful, to incorporate different populations, such as women after maternity leave, senior citizens, the ultra-Orthodox, and people with disabilities and train them as call center representatives.
Talent is always estimated relative to the current and future needs of a particular organization, the nature of the organization, and the specific situation. It is possible, therefore, that an employee considered a talent in organization A will not be considered as such in organization B, and vice versa.
If the recruitment process is carried out according to the specific and rigid requirements of a hiring professional manager, there may be applicants with great talent who could fill the position who will not be engaged because they do not precisely meet the defined profile.
At the same time, one should keep in mind that the hiring managers sometimes may have a genuine difficulty accepting a candidate who does not meet the criteria, from their point of view.
Therefore, it is important to distinguish between the skills and capabilities necessary based on the job description and those that are no more than a matter of habit.
The understanding that diversity can help the organization achieve its business goals should percolate to the hiring managers. To this end, HR managers should provide the hiring manager with the tools and means to expand diversity.
This can be accomplished through various interview options. You can add another step of an interview with another manager to evaluate the candidate, or even expand the variety of the recruitment resources beyond those currently used for recruitment.
The connection between talent management and diversity, besides being value-related, enables the entry of new populations into the organization, which is important to the vitality of the organization and increases its chances of success.
A good example is the call center, which in the past was populated only by students.
In light of the high turnover in the field, an attempt was made, which proved to be successful, to incorporate different populations, such as women after maternity leave, senior citizens, the ultra-Orthodox, and people with disabilities and train them as call center representatives.