Time for assessments has given way to action plans

Here we are at the beginning of 2012 and the time for assessments has given way to action plans. To do that, you need to model your own success. Here are a few helpful tips:

• Review your agenda of the previous year week by week to analyze, dig and find the weakness. It is always quite surprising to let some time go by and then to look at how you actually spent your time—that precious time you ran out of to do what you had promised yourself. Why so many unnecessary meetings and poorly organized weeks? I can already hear you saying, "But what was I doing in that meeting?" "Why why did I agree to this interview, lunch or invitation to attend this presentation, etc.?" All the missed opportunities to accomplish what you really wanted to do will leap out at you as you peruse the weeks of your agenda. This year, you will focus on what you need to do to succeed.

   

• List all the things, activities and relationships that you were passionate about, and those that you agreed to without any real conviction or interest but by default—so as not to displease someone or simply because you had no idea what you were getting into. Then, PROMISE YOURSELF not to fall into the trap again and extricate yourself as fast as you can from those engagements you are dragging with you. Cancel the remaining unnecessary interviews and similarly, get rid of files you don’t want (those you are free to dispose of, of course). Confront the managers whose turnover rate is always higher than average (in fact, work on their succession plan, because it you may well have to replace them during the year.　.　.). It is not because you are at the service of managers that you have to accept everything and anything. Say no—tactfully—and shelve the assignments that waste your time and dedicate yourself to those that will bring you success. In so doing, your credibility can only go up!

   

• Focus on the creation of value. What programs, actions or files will generate the most added value for your department and for the organization? It is as important to identify them as to draw performance indicators from them and to know the amount of effort and investment required to obtain the desired result. Exit your support role and position yourself as an innovative contributor to the company’s business. Get off the beaten path and think outside the box of uniform or overly generic HR policies and be tactical. Here are three action plans to implement:

   

  • Build a pool of internal and external candidates.

     

  • Identify talent using intelligence reports (on the market, competitors and internally) and performance indicators for activities (job fairs, university relations etc.). Identify your stars internally and the tops in your industry.

     

  • Plan succession with the managers. Take advantage of the start of the year to question your internal clients on what their plan is if a certain person were to quit. Do not accept the answer: "I’m not worried, so-and-so will not quit." Throw the question back at them. Your managers need to develop the reflex to think about their succession and that of their direct reports. They need to engage in career discussions with their teams regularly, not within the constraints of the annual evaluation, but to have frank and open dialogue during lunches, training sessions and other activities.

   

• Be attentive to market trends, draw inspiration from them and link them to your recruiting strategy. Above and beyond trends, you must be at the leading edge, while at the same time being aware of the lure of the siren call (no computerized HR management system is sufficient for talent management, no CRM software, website or miracle social network either). In this regard, what are your colleagues in other units or divisions, your competitors, etc. doing? Do not hesitate to ask other recruiters and headhunters for their thoughts, read, inform yourself, be on top of the best practices and build your own method.

   

• Collect your own feedback! Do not wait for the results of the 360 evaluation—apply the method yourself. Meet your peers, superiors, subordinates and even your external partners to complete your own self-diagnosis. Be perceptive and read between the lines of those were not comfortable giving you their honest point of view. What is appreciated about you as a recruiter? What essential projects do they think should be conducted in the year to come? Another approach that it just as valid is to question the candidates that you interviewed on their candidate experience. You will find out what to repeat (or what to avoid based on their impressions.　.　.) to achieve.

   

• Analyze your own social network. LinkIn offers the opportunity to map your own professional network. Beyond the gadget, the picture that emerges may shed light on the gaps or weaknesses of certain groups where you do not have connections. It's up to you to fill them if this can serve your interests and those of your organization. Don’t forget about other platforms. LinkedIn is not a panacea; there may be more powerful vehicles in your industry.

Focus on what lets you move forward, because this will allow you to reproduce your successes.

Nathalie Francisci,
Board Director, Speaker and Colomnist
www.nathaliefrancisci.com