Frame the Future You Want: 4 Things to Do Right Now

When the economic markets look grim, hiring is at a standstill, and budgets are frozen, perspective is what is important. As some have said, “When things are good, they are never as good as they seem. And when things are bad, they are never as bad as they seem.”

We should all use the pause in the hectic pace of the past few years to begin and frame the future we want when we emerge. And we will emerge. I am not sure when, of course, but within a few years we will be back at the global hiring process with renewed vigor and increased challenges.

The cry we all heard over the past five years has been that there was no time to plan, think, experiment, or implement new methods. Most of us used the methods we were comfortable with but just worked harder, longer, and faster than before. This is the opportunity to figure out how to do things differently.

Be Strategically Bold; Tactically Careful

The first step in dealing with the current situation is to sit down and plan out a 3-5 year strategic plan for the future of your recruiting function. Envision a new tomorrow where you can use the technology, processes, and learnings that have emerged over the past decade. Some of the technologies and tools include such things as social networks, blogs, wikis, and candidate relationship management tools.

The processes that have shown promise include less-restrictive internal mobility practices, real time candidate assessment, virtual job fairs and other virtual recruiting techniques, as well as more authentic candidate engagement using online communication tools.

This strategic planning process should be formal, should involve your team and other employees as well as outside people, if that is acceptable in your organization, and should be designed to force yourself and others to think outside the usual assumptions about talent and recruiting. If you have any budget, it would be wise to engage a facilitator who is experienced in this kind of activity. They can make the process robust and much more valuable.

By formulating strategies that use these tools and practices, you can emerge from our current morass with a roadmap for quickly trumping your competition.

At the same time, you need to act right now with fiscal caution and show your management that you are a responsible manager.

This means finding ways to conserve your budget by lessening the need for contingent labor, perhaps, or by reassessing your current practices and challenge why you do whatever you doing the way you do it. Try to find ways to be more efficient, without spending money. Cut back, but cut back where it will do you some good from a strategic perspective. For example, by reducing staff right now, you can position yourself to implement technology or bring in a person with a different skill set once things recover.

Your job is to balance today with several possible recruiting situations in the future.

Envision a New Workforce

The really best recruiting and talent leaders will sit down with management and have some open discussions about the desired workforce of the future.

Every recession is an opportunity to recalibrate, learn and decide on what skills and competencies are most likely to be needed as we emerge from this recession. I have lived through a few recessions now and one lesson I have learned is that out of each come new needs. As we emerged from the September 11 mini-recession, it was clear that security was the new issue and that we would need people with experience and skills not only in physical security but also in data and financial security. By anticipating these needs, recruiters could have had an edge on any competition.

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Once you have even a blurry picture of the skills and competencies you may need, you can begin sourcing for these kinds of candidates and begin to populate a talent community with people whom you are getting to know and who are getting to know you.

Collaborate and Learn

Your third step is to collaborate and learn from your peers and from experts in the field. This is a golden opportunity to attend webinars, which are mostly free, catch up on the blogs you have wanted to read but didn’t have time to, and make a few phone calls to friends, colleagues, and others you may have heard of.

These calls can be partly social and partly learning experiences. Ask what they are experiencing, what they are doing to use this gift of time wisely, and what tools and practices they are considering. I have always found this kind of networking to be one of the best ways to learn about emerging trends and to get a calibration on where others are.

Everything you hear and learn can be used as part of your strategic planning process. You can get these colleagues to demonstrate what they have done and you can even experiment with many of the technologies for free or for a small amount of money. One of the best things about the past five years is how inexpensive software has become. There is really no excuse to not try blogging, wikis, or even social networking tools.

Focus on Candidate Engagement

The final step in your plan for the future is to carefully, authentically, and regularly communicate with all the best candidates you have. Experiment with tools like blogs, email, newsletters, Twitter updates – anything that might engage and stimulate the many potential candidates you should already have in your talent pools.

If you neglect them or just tell them that there are no openings now, you lose a resource that you have spent lots of time and money finding and developing. Better to be honest with them, let them know exactly what your situation is, and keep them updated regularly.

Invite the best to join you in a monthly phone call update (just like your financial people do for the analysts) or hold a quarterly webinar. Anything you do to maintain the connection with your candidates will pay itself back when times get better.

Economies will recover and the emerging world will be different and more challenging than ever. Use this precious resource of extra time wisely and well to frame the future you want.

Kevin Wheeler is a globally known speaker, author, futurist, and consultant in talent management, human capital acquisition and learning & development. He has founded a number of organizations including the Future of Talent Institute, Global Learning Resources, Inc. and the Australasian Talent Conference, Ltd. He hosts Future of Talent Retreats in the U.S., Europe, and Australia. He writes frequently on LinkedIn, is a columnist for ERE.net, keynotes, and speaks at conferences and events globally, and advises firms on talent strategy. He has authored two books and hundreds of articles and white papers. He has a new book on recruiting that will be out in late summer of 2016. Prior to his current work, he had a 20+year corporate career in several San Francisco area tech and financial service firms. He has also been on the faculty of San Francisco State University and the University of San Francisco. He can be reached at kwheeler@futureoftalent.org.

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6 Comments on “Frame the Future You Want: 4 Things to Do Right Now

  1. I would hope that the recruiting function would be more aligned with the goals and objectives of the organization. Unfortunately, my experience is that the recruiting function, like HR for the most part is not sitting at the table with the organization’s leadership team. This article reflects that lack of connection.

  2. A company’s true value is largely determined by its long-term performance potential as shaped by management’s decisions made today. These decisions guide the translation of the company’s mission, its purpose for existing, into the products and services it provides and hopefully the market wants.

    Strategic planning is an iterative, ongoing process consisting of:

    Analysis: assessment of the internal and external factors effecting the organization’s ability to achieve its mission

    Alternative Development: detailed assessment of the costs, benefits, and risks associated with strategic alternatives including both major, ongoing and newly proposed activities

    Alternative Selection: identification of the current portfolio components and proposed activities that will be pursued and the timeframe for execution

    Resource Projections: aggregation of the personnel, financial, physical, and technological needs including an assessment of the ability to acquire these resources within the needed timeframe

    Plan Development: final validation of the organization’s mission and compilation and approval of its long-range and annual business plans

    Execution of these iterative processes takes place throughout the year with a frequency dictated by the pace of market change.

    We at StrategyDriven (www.StrategyDriven.com) believe in the power of effective planning coupled with execution. Our website is dedicated to providing executives and managers with the strategic planning and tactical execution best practice tools and techniques needed to create organizational alignment and accountability to acheive superior results.

    I hope you and your readers will visit the StrategyDriven website at http://www.StrategyDriven.com.

    All the Best,
    Nathan Ives
    Principal Contributor and
    co-Host, StrategyDriven Podcast
    StrategyDriven

    http://www.StrategyDriven.com

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