By Rick Bell
Jul. 27, 2016
People often ask: How do you come up with stories? We have lots of ways of making people talk, and sometimes the best ideas come through casual conversation. A year ago at SHRM 2015, I chatted with iCIMS’ Susan Vitale.
I’ve known Susan since we first met at an Onrec recruiting conference in 2008, so I always look forward to catching up with iCIMS’ ace CMO. During our chat I asked her, “What’s the hot trend in recruiting?” Without hesitation she responded: “Recruiters need to act more like marketers.”
Sure enough, Susan’s simple statement has morphed into a full-blown feature story in this issue. Read longtime Workforce scribe Sam Greengard’s excellent piece titled “Recruit Like a Marketer!” p. 22.
FYI, I chatted with Susan at this year’s SHRM confab, too. What’s the next trend in recruiting? Guess you’ll have to keep reading Workforce to find out.
Recently retired HR professional Mark Eichinger commented on the June story “The Debate Over HR Credentials,” p. 40:
‘I have always supported continuing education for the HR professionals/managers/directors who worked for me. So I found this article of interest and thought I would share my opinion and observations. I believe that certifications, no matter the source, can add skills and knowledge to the capabilities of HR professionals. But in the end it is all about application of those. And they are applied by all of us through our behavior, behavior that is observable in meetings, presentations, projects and teamwork, and reports to name a few. Those behaviors are sometimes referred to as “effectiveness competencies.” The ultimate measure of how successful we are as HR’s executives depends on our ability to, using the well-worn phrase, “earn a seat at the leadership table.” So skills and knowledge are important but professionals need a commanding ability and mastery of effectiveness competencies. I call them delivery vehicles. We display these effectiveness competencies or behaviors in some way almost on a daily basis; they are vehicles that present the accumulated learning of business-world professionals. There are many. My favorites: integrity, business acumen, adaptability, flexibility, courage, professional presence, humor, analytical ability, judgment, drive, influence, risk-taking, communications, humility and passion in no particular order. I do not include leadership on the list as I believe leadership results from having a command of all of those and more.
And it takes very little time for peers, superiors or any employee to observe if we have a command of effectiveness competencies. Effectiveness competencies are critical career-makers (or breakers) as they are observable, open doors (professional presence), impact co-workers’ careers and daily work environment (compassion, talent management, leadership), are a factor in our ability to learn (listening) as well as have others learn from us (patience, business acumen, understanding), and display our energy and enthusiasm for our work and our company. Effectiveness competencies make or break more careers than a lack of functional skills and technical knowledge. And they are excellent forecast factors of a professional’s future capability in higher-level positions. Certifications, training and professional development are all critical to career advancement. However, my observations are that the mastery of effectiveness/behavioral competencies is the defining factor of professional success and leadership.’
Havelock, North Carolina
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