HRviews

ANDREA BARTOLO is a University of Toronto graduate with 5 years working in the Recruitment field, with a focus on Information Technology.  Andrea started out her career working in an agency environment at TEKsystems, where she had a focus on Telecommunications and Infrastructure recruiting.  She then moved to CIBC, where she gained experience in the recruitment side of Wholesale Banking as well as Finance and Administration while still keeping an IT portfolio.  Andrea currently works at Loblaw Companies Ltd as an IT recruiter, focusing on staffing for the SAP COE national rollout.  She has had the opportunity to participate on several Diversity initiatives during her time with CIBC and she looks forward to making that a priority for her at Loblaw as well.

Last year, Microsoft saved $88,000 in recruitment fees by using LinkedIn, while brewer SAB Miller saved $1.7 million employing 120 people directly from the site. KPMG found recruits through Second Life by holding a 48-hour virtual world job fair in September 2008, with more than 10,000 applicants registering for the event through KPMGs global website. So what are the advantages of utilizing social media in terms of recruitment?

Understanding that in this day and age, social media is a primary focus for a lot of the up and coming professionals that many companies are seeking to employ, using social media such as LinkedIn allow employers access to professionals who may be passively looking for career opportunities but would not be likely to apply directly to roles.  For recruiters, social media allows us the opportunity to network with potential candidates in a way that was never possible before.  Tools such as LinkedIn, enable a recruiter to obtain somewhat of an initial reference on a candidate, helping to validate for the role in which they are being considered.  The use of social media by corporate recruiters has also proven to be a successful way of being able to more effectively recruit without the aid of external agencies, saving large corporations thousands and in the case of larger corporations, sometimes millions of dollars agency costs over the course of a year.

How do we pass the social media recruitment test? The problem of today completely flipped from the one of yesterday. In the past, searching for candidates took more time and the recruiter had limited information on them initially. Nowadays, there is an overabundance of candidates and even more information available on each one.

This requires more effort on the part of the Recruiter to sort through the abundance of information and determine what is significant and what is not.  The rise in popularity of social media as a tool for recruiting professionals further validates the need for internal recruitment departments to focus on sorting through the mass of information that is available on each candidate the organization is considering and to sift through it and compile a strong argument either way as to whether or not each candidate is a viable one for the role in which they are being considered.

How do you evaluate a candidate’s social media footprint to determine which candidates you would contact?

In focusing specifically on LinkedIn, an easy way is to view a person’s “Recommendations” and cross-reference them with the places in which they stated they have worked.  A recruiter can then work through his/her network and back check the validity of these recommendations to determine whether they are genuine or contrived.  Using this tool also allows recruiters to make their search as accurate as they need it to be, allowing them for example, to focus on candidates from specific industry or in some cases even in a specific company.

What benefits does social media/networking add to the job seekers?

Social media gives the job seeker a link to accessing the individuals and making connections which can significantly increase their ability to be considered for their desired role.  It is no secret that in this day and age competition is fierce and everyone is looking for a way to potentially increase their exposure and access to the decision-makers when it comes to being hired.  Social media gives the job seeker the opportunity to more aggressively seek out the people they need to get in front of in order to get the job, but more importantly, it gives them the opportunity to leverage existing relationships in order to get in front of the people who can get that person the job.  If used correctly and to its full capacity, it can contribute significantly to the job seeker obtaining the career opportunity that he or she desires.

Would a recruiter be able to identify if the job seeker would fit the company’s culture based on the overall image they have spread across the social media sites?

I believe that social media should only be used for an initial screen of the individual and not as an overall judgment of his/her ability to perform a given role.  Thankfully for the recruiter, I feel that their role will be justified for years to come as the assessment of the right candidate is still heavily dependent on human interaction and in this sense, social media should only be used as a screening tool when sourcing for candidates, but a traditional interview approach should be taken when looking to further screen a candidate for competency.

JENNIFER WENZEL’s career spans two continents and a range of industries including healthcare, hi-tech and infrastructure, in Canada and the UK. She delivers frontline support to organizations across the full spectrum of human resources, including policy and program development, talent management, learning and development, and employee relations.  Before establishing Blüme (www.blumeconsulting.ca), she held full time human resource positions with Infrastructure Ontario, Altera Corporation and the National Patient Safety Agency.  As a coach, she works with range of business leaders and professionals to help them define, focus and achieve their professional goals.  Jennifer’s designations include Certified Executive Coach (Royal Roads University), Certified Human Resources Professional (CHRP), and Chartered Member of the Institute for Personnel and Development (CIPD). She is also licensed to deliver a range of assessments for team and leadership development.  She is currently enrolled in the Executive MBA program at Queen’s University.

Through HRviews our goal is to share as many success stories as possible with our readers and to encourage them to persevere in this profession. Your story Jennifer is very inspiring and motivating especially for those who consider entrepreneurship. Can you share with us how Blüme Consulting came to life?

I’ve always had a tendency towards entrepreneurship – I ran a number of small businesses throughout my school and university years and a few years ago I established Blüme as venue to offer coaching to a limited number of clients.    When I moved to Ottawa, I had to give up my fulltime employment and also planned to begin a demanding MBA program.  I began looking for a new position in Ottawa, but wasn’t feeling much of a pull towards the jobs I saw posted and kept thinking about what it would be like to take Blüme on fulltime.  Making the decision to take this leap was terrifying, but also very rewarding.  Working for myself lets me focus on those assignments and companies I find most exciting, lets me learn new aspects of running a business and gives me the flexibility I need for my studies.

Jennifer, your career in the HR field encompasses working for start-up companies to now providing independent consulting to start-ups. Can you tell us what kind of an HR consulting services you offer to a start-up company and what are they most interested in?

Start-ups often don’t have the resources or need for  a full time HR person, but still require a lot of the same policies, systems, and programs as a larger company.  A business owner trying to establish the function themselves can become buried in HR or leave their company open to risk.  So one thing I do is partner with these companies on an as-needed basis to establish their HR infrastructure, develop programs and help navigate tricky employee issues.   For some business owners, managing people is a new responsibility and learning how to do it effectively and comfortably can be intimidating.  To help them scale this curve and build their confidence I offer leadership coaching, assessment, and team building workshops.

Some of our readers might wonder how the recruitment process works for a start-up company?  How do you advise on hiring knowing that in today’s workforce attracting and retaining high performance employees can be somewhat of a challenge.

Start-ups are particularly challenged in that they need to be able to convince strong talent to forego job security and probably better compensation to fly by the seat of their pants, without a clear job description, in an unknown company, for less money, while working long hours to build something that may, or may not, succeed.

So they have to be creative.  Gaps in compensation may be met by offering contingencies on future income, such as stocks or bonuses as a percentage of sales.  An exceptional work environment can ease the pain of working long hours (e.g. onsite laundry, game rooms, beer Fridays – think of what some of the hi-tech companies have done).   Perhaps most importantly, the person interviewing, preferably the owner, needs to convey their passion, ability to make the start-up a success, and belief that this is a once-in-a-lifetime-opportunity for the prospective employee to be part of something amazing.

In terms of finding those first few employees, referrals and networking, including social media, are important sources.  Also new graduates and interns provide raw talent that is eager to learn and often less constrained by previous experience.

What part of your experience would you want to share with a HR professional considering setting up on their own?

Have a strong foundation in place.  Even a home based business will likely cost more than anticipated so have the funds to keep your business going and cover personal expenses.  Be ready for what’s involved – it’s a steep learning curve that you need to be able to scale quickly and includes determining your structure, managing your finances (business and personal), obtaining insurance, marketing, and drafting contracts.

Most importantly, develop a strong network that can provide support, learning, and feedback.  Initially I was uncomfortable talking to others about my business because I wanted to be established and seen as a success before I shared what I was doing.  I soon found this was the lonely and difficult way of doing things.  I have since hired a coach, spoken with lots of consultants that have walked this road before me, and joined networking groups to interface with my target market and other entrepreneurs.  I am continuously amazed by how willing people are to offer help and advice.

Having worked on two different continents, do you see the value of a global HR designation for those who might consider an international assignment or is HR, HR wherever you go?

When I returned to Canada the biggest challenge I had in finding employment was convincing Canadian employers that I was qualified to offer HR within Canada.  Even though my HR designation was highly recognized in Europe and the UK, in Canada it seemed meaningless. If there was an international HR designation that was recognized within Canada it would have made that transition easier.  However, on the other side of that argument, although a lot of the principles and programs of HR apply across the globe, there are some distinct and fundamental distinctions that are country specific.  In order to be proficient as a HR professional, it was important that I understood Canada’s employment law and the Canadian business culture and challenges.  I think this would apply to any HR professional considering an international assignment.

In our conversations with HR Professionals, one question keeps remaining somewhat of a dilemma. We all know that HR is slowly becoming the needed partner at the business table, however some still doubt our ‘value-add’ mission. From your encounters with different businesses, what do you believe needs to happen for us (HR) to be the must have partner at the business table?

Two things.  One, we need to earn our place at the table – no one is going to hand it to us nor should they.  As HR professionals we need to demonstrate an understanding of the business and environment within which we work, and advocate, market and evaluate the work we do in those terms.  Secondly, we need to become more aligned in how we view and conduct ourselves as a profession.  Our clients should be able to rely on a general standard of the skills, knowledge and attitude they can expect from their HR professional.  Associations such as the HRPA are making strides towards this, but we still have a long way to go.  Accessible (i.e. minimal cost) networking opportunities, mentoring programs for people at all levels of the career ladder, and tools to help us evaluate our impact are things that would promote our development as a profession.

In this interview, Karina Ling is providing us with a quick insight to the world of Talent Management. Karina is a Talent Management professional working with a large Canadian telecommunications company. Karina has experience in Organizational Development, Compensation, Recruitment and Talent Management as well as her current pursuit of an MBA with the University of Toronto – Rotman School of Management.

Karina, thank you for accepting to interview with us. You are a successful HR professional with experience in the enrollment and talent management areas. Can you tell us more about your choice of exploring these parts of HR knowing that you are currently enrolled in an MBA program as well?

To be honest, I’m not sure if I intentionally chose these parts of HR in conjunction with entering an MBA program. I have always had a passion for HR in terms of setting up employees for success and laying a good foundation for the organization to achieve on its business objectives, therefore being able to experience many aspects of HR has allowed me to explore the many ways to do this. I decided to pursue an MBA because I was looking to upgrade my knowledge and experience to take my work to the next level. I wanted to be able to have the big picture perspective and I was looking to an MBA to help give me that vision. I also enjoy learning immensely and I was eager to get back into the classroom and engage with other students.

What is talent management in its true sense since talent management is often confused with performance management, incentive compensation or talent acquisition? Also at times, it is defined as leadership management.

Great question! I think that talent management is defined differently in different organizations which is absolutely fine in my opinion. So often we take the cookie cutter approach to HR programs when many times they need to be customized to meet the needs of the specified organization or client group. However when I think of talent management, I think of it as all of the above – performance management, compensation, acquisition & leadership development – since it is basically, managing talent! I perceive it as managing the organization’s workforce and focusing on the areas that are needed to help them achieve its goals. That means being aligned in all the programs that relate to managing the workforce. So often these programs and processes work in silos when they need to work together to have a common strategy. For example, if the organization is focused on building talent within instead of buying talent, it would be essential to ensure that the same vision is shared through talent acquisition, compensation, performance management and development. Without those linkages, it will be almost impossible to achieve our targets.

Many companies throw financial incentives at senior executives and star performers during times of change, such as the ones we are living now. Are there other better and less costly solutions? Also, are leadership opportunities a powerful incentive in any sector?

Yes absolutely there are better solutions but their cost will of course depend on the situation. Often it is very easy for us to use financial incentives as a retention tactic and in many times, that is the best solution in the short-term. However, other solutions are certainly available such as promotional opportunities, special projects, job sharing, etc. It will really depend on the individual’s development plan and goals for the organization. I know that personally, incentives that mean the most to me are the ones where I can practice the skills that I am learning in my MBA program and having exposure to different aspects of the organization. These would provide a higher value to me right now than financial incentives.

Can you share with us your high level thoughts on succession planning and how it should be managed? We often hear that HIPO’s are being identified for the purpose of the succession plan however they are not made aware and potentially disengaged to the extent of leaving the organization.

Again, I think that processes and programs are different based on the objectives of the organization. However, succession planning begins with identifying the roles that are most critical to the organization. This can be defined in ways that make sense to each organization but basically these are the jobs that have the largest impact to achieving on the organization’s objectives. Once those roles are identified, we need to look at where the top talent is located within the organization. Are they placed in the critical roles identified? Research shows that having high performing/high potential employees in those critical roles will allow the organization to achieve its objectives much more successfully. If high performers/high potentials are not placed in those roles, you might want to create action plans to move them into those roles. In addition, succession plans can be created for each of those roles utilizing the internal talent pool of high potentials identified.

In terms of communicating whether an employee is high potential or not depends on the culture of the organization. However, differentiated retention/development plans should be created for high potential employees to ensure that they do not leave the organization. This is especially important if they are listed as a successor to a critical role.

What would be your best advice for a new business in terms of talent management?

My advice is to work to ensure that all your talent programs are aligned with a common strategy. It does not need to be complicated or complex but each program needs to work together to a common goal. If compensation policies and practices do not align with a focus on promoting from within, your business objectives will not be achieved.

Karina, thank you so much for your thoughts and advice. Good luck in your MBA program!

GINA CAJUCOM is the Principal and the Managing Consultant of Insight Coaching and Consulting. She has worked in Human Resources Management including Recruitment, Organizational and Employee Development for over 15 years.  Graduated in BS Psychology with two years of graduate study on Human Resources Management, Gina holds the US designation of certified Professional in Human Resources (PHR) and Certified Human Resource Professional (CRHP) designation in Canada. She has also completed 200 hours of coaches training with Coaches Training Institute (CTI) and looking to be certified as Certified Professional Coactive Coach (CPCC). See her work on career coaching and consulting and find resources at www.careerinsights.ca.

How does it feel to be a woman leader, an entrepreneur?

It feels like flying by the seat of your pants – no safety net, no parachute.  Essentially, that is how entrepreneurs are. There is no roadmap to use; there are only people who have taken the path and you just learn from their experience. Amazingly though, each has taken a different and unique route. There is no cut-and-dried way or method to be successful.  You just try to make your own and learn from your own mistakes and failures.  Needless to say, that this is the most exciting and enriching path that one can take.

Tell us more about your company and the services you provide.  Also, where do you see yourself going a few years from now?

Insight Coaching and Consulting helps working professionals aged 28 to 45 years take charge of their careers: career planning and career transitions, marketing oneself through a strategic résumé, well-prepared tactical interview, and strategic job search.  We also assist companies – through training and leadership coaching – in leading people towards meaningful and fulfilling work through career management and career transitions.

As mentioned above, business evolves and I continue to reinvent myself as directed by what resonates with me personally and what I discover that people and organizations need help with.  The humbling part of entrepreneurship is the recognition that you are not in control of your business future and your business plan is only as good as your last client. Playing it by ear and being quick on your feet to respond to what people need is are crucial. Coaching and consulting, training and learning design are two of my natural inclinations and I see myself doing these in my business for years no matter what form it might take.

Can you give us 5 pieces of advice for a new HR professional who embarks on this path and perhaps considers entrepreneurship an option?

With experience of over 15 years in the HR practice, it was a vehicle and a big source of content for my business practice.  All the stored knowledge and insights I gained in organizational behaviour, and all the competencies honed by dealing with difficult situations in managing people issues and problem, have helped develop my expertise in leadership and employee relations.  I know both sides of the coin: the organization’s culture and the individual’s story. I do not only get to know what makes an organization effective, I also get to know the dynamics of an individual’s impact and contribution to its success.  Thus, it had become my mission to do just that: help individuals find a fulfilling career and help organizations facilitate this process.

Here’s my advice:

• Learn and expand your experience by taking on the extra work, the “other tasks assigned from time to time”, and the additional assignments that might come your way.  They are “opportunities” for knowledge and skill development.
• Depending on what stage of career development you might be in, expand your reach in the organization.  Develop a healthy working relationship with your functional line managers, the operations people.  Learn from them and always offer your expertise.  There is a “trove of treasure” in gaining insights from operations that would be open to you if you establish a good rapport with people who run the show.  The shop floor is where the heart of an organization is.  Feel the pulse, learn from the dynamics of interactions, and be part of the solution to their challenges.
• Always see and go back to the “big picture”.  The organization manifests entrepreneurship this way.  “How will you resolve this issue or how will you decide if you were the owner of this company?”  Looking from the top provides enriching insights that would be useful in your own business.  Bottomlining is a C-suite skill that you can learn in whatever position you might be.
• Unless you are moving up or expanding your role and experience in the organization, do not stay in one company beyond five years.  Your value in the marketplace begins to diminish henceforth. Why, because you would just be repeating what you have been doing over and over again and soon, you would be too comfortable in the rut that you would not even realize you are in one.
• Consider all your experiences in HR as a trove of treasure from where you could pick any skill or competency and put to use in serving the public as a self-employed practitioner or full-fledged business owner.  However, while in it, take the time to learn more about yourself and in which area you find the greatest resonance.  Find your vocation from what you are doing now and draw your inspiration from it to build your business.

Freud said “when inspiration does not come to me, I go halfway to meet it”. What do you do?

Running a business requires a lot of creativity. Indeed, it does and I believe that people who thrive in entrepreneurship are naturally creative.  As Robert Kiyosaki said in his book – Rich Dad, Poor Dad – “Starting a business is like jumping out of an airplane without a parachute. In midair the entrepreneur begins building a parachute and hopes it opens before hitting the ground.” There is definitely a lot of improvisation along the way and it takes a lot in you to sustain your drive and keep on going.  Thus, it is not as important to have enough money to sustain you through up’s and down’s as having the passion to continue doing it even when confronted with challenges and difficulties.

Do you feel, in your job, like a jazz musician jamming for hours, scratching or improvising, or your actions are pretty clear and well defined?

The only thing clear and well defined in entrepreneurship is that you need to do tons of jamming and scratching and improvising.  There is nothing clear-cut, just a lot of unknowns and unpredictable variables.  What you look for is the flow, being in the groove, and hitting a sweet spot.  In as much as buying is an emotional decision, running your own business is finding that emotional connection with them.  This requires being in tune, changing the tone, and just being in harmony with the client.

What is the best idea you’ve ever had?

The best idea I ever had is to start off my business practice from the place of my personal strength and passion.  Most business advice you’d get is to do market research and a feasibility study to see the potential for sustainability and profitability.  Money was never the first consideration.  I started it from where my heart is.  As Aristotle said: “Where your talents and the world’s needs cross, there lies your vocation.”  My goal was to build a practice that makes sense to me.  My passion for what I do sustains me.  Profits will come when it catches fire for as long as I keep it burning.  The fuel comes from the satisfaction that my clients are being served on what counts to them.

Whom do you mostly rely on?

Self-employment is a lonely road from where most fall out because they miss the interaction     and the recognition and the energy of working with a team.  What I find effective is establishing strategic partnerships with other entrepreneurs complimentary to my business.  We understand each other’s challenges and we support each other when the chips are down.

The HR Practice in Canada is beginning to open itself up to global influences and encourage best practice in areas such as workplace wellness, and implementing compliance in areas of workplace harassment and violence,  maintaining  personal privacy, accommodating disability, and the like. It is still lagging in the area of diversity and I look forward to the time when something akin to Affirmative Action is implemented in Canada.

Globally, I believe that HR is still more reactionary than visionary.  Whatever innovation has developed was borne out of demands for either legal compliance or due diligence.  The growth in the area of technology also pushed HR to innovate more in the area of administration and this is what I am most impressed about, having started my career in HR even before every office desk had a PC.

Do social media play a part in your business?

I find myself relying on the social media to develop and maintain connections and to promote business.  It allows the ability to cast a wider net and promote a faster growth of transaction-based business due to easier access and a quicker product or service delivery. However, there is still great value to face-to-face interaction and I find that lasting and fruitful business relationships can still be had by the traditional handshake.

What does the future hold for us, the HR people?

Again, because of the rapid technological development that impact efficiency and efficacy of HR administration, the size of HR will continue to shrink and the face of HR will change to tech-savvy information specialists, largely younger, who would keep the back room function of HR alive.  With the integration of policies on legal compliance into the global and largely automated corporate systems, and with the improved education of line management on the same, HR management will have minimal administrative but expanded consultant role.  HR could then lead and innovate, to a greater extent, in areas, such as talent acquisition, people development, employee retention and rewards management – areas that are difficult to outsource to external providers.