Talent Partners

Why are we still so arrogant?

The November 16, 2005 cover story in the Wall Street Journal: “Behind ‘Shortage’ of Engineers: Employers Grow More Choosy” by Sharon Begley is topical and poignant. Ms. Begley describes a situation where employers from a number of companies in the technology sector are feeling the pressures of hiring quality engineers (or the term you read here first; Q-Talent) in a market that hiring professionals feel is shrinking (again lack of quality engineers). Ms. Bagley’s statistics actually show that we have increased our number of engineers entering the market place annually from U.S. universities by 85% from 1998 to 2004 with engineers having nearly the same unemployment rate as other professional positions.

So, what’s the rub?

It well could be that the demand is outpacing the supply. That should not be discounted. However, as the story also states, employers have been much more “picky” in their qualifications requirements. Very specific criteria is being used to screen through candidates today more than ever. Technology is allowing us to do that. Search on ‘keyword’ requirement can drive an entire screening process and negate anyone who does not have that particular skill, experience, course work, etc. On the surface, this seems “okay” as companies are doing their best to find the perfect candidate for critical roles. But, instead what is happening is that technology that is not as smart as the reasonable person is missing potentially great talent – people who can be trained and learn. Yes, they may not have the perfect experience set, but which one of us did when we changed jobs, or got our first jobs? Had we not had the opportunity to actually tell someone who we were, what we could do, and show our passion for the company and the job, we probably wouldn’t have gotten the job.

So, here we are in 2005. Technology has done great things for us. We have gotten better in many ways; we are faster, we are more efficient, we are more cost conscious, but in the way that matters the most, we are still missing the mark. We need to get back to something that we have said for a long time, “before they were candidates, they were people”. Maybe it’s time to revisit the Golden Rule and walk our Staffing leaders through what that means for recruiting and the identification and assessment of Talent. Beyond the front end screening, we also need to take some time to reassess what the message is that we are sending to our potential candidates (and potential customers) with the level of welcoming that occurs at your website and the timeliness of responses (if there are responses) and the staffing process itself.

The market is simmering again and with little or no warning it breaks to a boil. When that happens, it will be the companies that get the big picture who will win.

There is no better time than now to be in constant readiness.

Energy Boom - Part 2

Star Search – Business Week Oct. 10

Last week we highlighted the challenges and opportunities companies will face as the energy industry (old and new) expands to meet our needs. An economic Boom and ripple effect is in the offing. Because one industry increases need for engineers and professional Q-talent, other industries will feel the pinch. Competition for limited Q-talent resources gets tougher.

This week we turn to an article written by Nanette Byrnes with Amy Barrett in Business Week for examples of solutions to the challenges we face.

Nanette starts the article explaining how companies in the energy industry require talent and are turning to Schlumberger as a resource. The shifts described last week are confirmed as she describes how one company ‘poaches’ a deep water drilling expert from Schlumberger by tripling his salary. Not a surprise in a market where talent resources are scarce.

The surprise is that Schlumberger is prepared with more technical and professional talent on the bench. They have taken the time to strategically plan for Q-talent requirements in a number of core competency areas and from a number of resources. They ‘talk the talk and walk the walk’ and have invested in assuring they have the right Q-talent available.

Here are a few Schlumberger ‘Q-talent’ points that are worth considering for your company.

Develop current talent

The company brings top performers together from different disciplines for weeks of training in a number of areas. They learn to work together and are given tasks to solve that directly impact the company. Employees learn, internal friendships and bonds are forged, loyalty increases, problems are solved…everyone wins.

Top performers work the

New Talent Department?

Make top performers work in the talent department. We will expand on this subject in the near future as it is becoming clear that many companies, frustrated with traditional human resources are tasking line managers with more ‘talent’ accountability. Companies can accomplish by asking top performers to work in the ‘talent’ department. Moving talent responsibilities to the line manager’s desk top will not happen over night and there is much to be learned. Forcing responsibility and accountability from line managers accustomed to solving problems results in solutions to old and new challenges.

Develop future talent

Schlumberger gets an A+ for their efforts here. They assign top executive Ambassadors to 44 key University engineering programs around the world. As a result, the company donated several million dollars worth of equipment to Nigeria's University of Ibadan to form a state-of-the-art petroleum learning institute.

“Today Nigeria is a net exporter of engineering talent for Schlumberger, with more Nigerian engineers working for the company around the world than foreigners working in Nigeria itself.” Business Week Oct 10.

These are just three initiatives to pursue. There are more. The ‘Energy Boom’ is an interesting study that can be applied to businesses in a number of markets. The Business Week article should be read by all executives carefully as there is more to understand and more to do.

As a company leader, ask yourself if you have talent issues you need to address and if so, how best to start. These are not easy initiatives as there is no quick fix or overnight solution. The answer lay in accepting the reality of the problem and investing in solutions. One company in one industry, Schlumberger presents an interesting template and results. Whether the Energy Boom is the catalyst or some other industry emerges, soon, very soon addressing talent challenges will become a key strategy to success.

We end our book, Talent Force: a New Manifesto for the Human Side of Business with a Chinese Proverb…

The best time to plant a tree was twenty years ago…the next best time is today.

There is no room for procrastination…take action today!

Energy Boom – 2 part series

We have experienced booms throughout our history – examples; railroads, Spindletop (oil - 1st phase), Henry’s Ford, radio/television, space, Y2K and the net. Is energy our next boom? Do we have enough of the right Q-talent in position to take advantage of the opportunity?

The Problem:

Introduction

"Fossil fuels currently supply most of the world’s energy, and are expected to continue to do so for the foreseeable future. While supplies are currently abundant, they won’t last forever. Oil production is in decline in 33 of the 48 largest oil producing countries, yet energy demand is increasing around the globe as economies grow and nations develop. Abundant energy drives economic development, which in turn creates demand for still more energy. But it also puts pressure on supply and impacts the environment. Where does our fuel come from, how is our energy supply and the sources of energy changing, and what can we expect in the future?"

Good description and questions from the Chevron web site.

Filling the gas tank has become an odyssey in pain. We feel it every time the meter turns. And the final amount posted is accompanied by the "I can't believe...” Financial pain aside, we have discovered we need more energy. China forecasts 700 million new cars in the next few years and third world countries are advancing. There are more energy users in the world, yet we have not built a new refinery in over 25 years nor have we embraced alt energy solutions. It is time for new energy sources and new technology. Is Energy pursuit our next boom and are we ready for the Q-talent challenges and opportunities it presents?

Challenges:

• Fewer western and European students over the past 20 years have pursued energy as a field of study.
• Current engineers in the industry are ‘graying’
• Companies, with a few exceptions have not developed talent to fill the gap
• There is not enough technical Q-talent to go around. Established industries that rely on technical and scientific Q-talent just got a big competitor
• The world needs energy solutions

Opportunities:

• Great course of study and career for emerging Q-talent
• Entrepreneurial platform - New markets, new solutions, new companies, strong funding 
• Companies developing and securing Q-Talent can corner the market on innovation, execution and success.
• Innovation derived from solutions sought will create new business and industry
• Global participation…Solutions for this boom will come from all over the world

Booms in the past have crept up on the marketplace. In many, we learned of the positive economic impact during or after the process was already well on its way. This time is a bit different. We understand how energy affects us all – we’re dealing with a huge, growing global marketplace. The opportunities are limitless and it is understood we must provide solutions. The thought of living without plenty of clean energy resources doesn’t work. The challenges are clear - the opportunities exciting.

But booms affect more than one industry, the internet, for instance has redefined mail, research and micro business for almost all global business. The energy boom will have a ripple effect as well. And one of the most important will be how industry is affected by shifts of technical Q-talent. We must consider that if the boom is loud enough, companies taking advantage of the opportunity will require Q-talent immediately and will recruit who they need, where ever they can find them. If you depend on technical Q-talent today, you should prepare for an empty seat to fill tomorrow. Are you ready?

Next week we give examples of how all industries must prepare for and navigate these shifts. Companies that get this right win, those surprised may be too late to sustain market position and growth.