Disrupted! A Talent Acquisition Perspective

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Disruption happens every day across the corporate world. As employees, we experience reorgs, layoffs and acquisitions, and as disrupters ourselves we move cross country, chase ideas and challenge norms. But amidst all the disruption we all experience, some of us seem to thrive in times of turmoil.

These are the communicators who have mastered the two secret arts hidden within corporate disruption: learning how to establish a compelling brand and build an intriguing career narrative. They are skills that take time to perfect, but they’re the differentiator factors between those who are cast adrift from disruption and those who prosper from it.

We believe in this strongly…and it’s why we wrote our latest book: Disrupted! How to Reset Your Brand & Your Career.

But don’t just take our word for it. On this episode, Hurst Williamson is joined by 2 Talent Acquisition specialists to share their perspectives on the trends they see every day and what makes a job candidate successful…or forgettable.

More About the Guests

Elisa Abner-Taschwer is the Talent Acquisition Manager at FORUM Credit Union in Fishers, Indiana. She has over 30 years of HR experience, primarily in Talent Acquisition. Elisa lives with her husband of 27 years and their Mini Golden Doodle, Max.

Lauren Baksh, M.Ed. is the Senior Manager of Talent Acquisition at Graphic Packaging International. She has over ten years of talent management experience in the manufacturing industry and currently supports her team with the design and execution of holistic recruiting experiences for US salaried positions. Lauren lives in Atlanta with her husband, two daughters, and two fur babies.

Show Notes

Careers are no longer on a straight and narrow path.

- People will change their job/career 7-10 times throughout their career.
- Interview determines if there will be a next change in a person’s career.

What does it take to make a job a candidate memorable or forgettable?
What percentage of people are good at interviewing?

- Less than 5%
- Not as many people are good at interviewing that think they are good at interviewing.
- Those that think they are good at interviewing usually lack authenticity.

What goes wrong in an interview?

- Lack of prep – didn’t know much about the company or the interviewer.
- Lacked confidence – unaware of body language.
- Lacked impact – didn’t understand their experiences well.
- Prospective employee must be interviewing the company as well as being interviewed by the company.
- Preparation will help a candidate seal the deal.
- Good story tellers have better impact in an interview.

Virtual vs. In-Person Interviews

- Same challenges exist in a virtual interview as an in person interview.
- Candidates see virtual as more informal and have a low awareness of their setting and background.
- Fewer people ghost virtual interviews.

When prepping for a virtual interview, consider it the same as if you are going to meet with someone – dress professionally
Potential employers encourage prospective employees to ask questions about the attire and the platform being used to the interview
How many resumes for a potential position are reviewed?

- Far too many
- 20-30+ resumes for an open position
- 30-50 resumes

What really makes a candidate stand out?

- Individuals who understand the organization and the culture
- Candidates with confidence in themselves and the ability to have a good vision as to what they want in their new position
- Candidates must be a good cultural fit
- Candidates must ask questions in the interview and understand the opportunity

The most critical skills for a top candidate:

- Problem solving and thinking
- Collaboration and cooperation
- Communication and influence

Advice to stand-out in interviews:

- Translate the experience you had with the job you want to do. Think about things that you’ve done that have given you that experience
- Update your resume annually and add accomplishments from the previous years.
- Highlight how you work on a team

Candidates approach an interview very reactively

- Understand the resume is a list – make sure to drive the interview and conversation
- Have a reactive and proactive interview
- Be prepared to highlight your key aspects
- Be able to shape your narrative and asked questions about the company while staying authentic
- Come with questions to make it a conversation.

Employers are looking for people that want to work for the company not the job
Is there a war for talent? It’s a very favorable market for talent right now
Companies are trying to be the company that people want to join and understand that not all candidates are going to have 100% of the skills that are being looked for in a candidate.
Candidates must show up as their authentic self.
Employees own their development and the company and their manager are there to support the individual. Take a risk and it might change!

Order Disrupted! How to Reset Your Brand & Your Career today here or on Amazon.

Like what you hear? Hear more episodes like this on the What’s Your Story podcast page!

Disrupted: Chapter 19 – “Corporate Priorities – Insights from Talent Acquisition”

Hear more about the Talent Acquisition Perspective on our podcast! • Click here to order Disrupted!

Read Chapter 1 – Disrupted!

Read Chapter 3 – Corporate Disruption – Insights from Talent Development

Talent acquisition is often a team whose responsibilities are a little vague to most employees. Once you join a company, you may not pay much attention to what they’re doing. After all, they’re in charge of hiring people and you’ve already been hired. But there’s a little more to their function. Talent acquisition supports a company’s strategy by ensuring they have the right people in the right roles at the right time. And this means that the fast-paced shifts within a company put an acquisition or recruitment team under pressure to find the talent they need.

Here’s how they define their focus:

Acquiring high-quality candidates who offer skills needed for current roles
Building a diverse talent pool to meet current and future business needs
Assessing current in-house skills to determine future skills and roles needed
Identifying talented employees within the company to groom for promotion

So, talent acquisition has a view of both external and internal talent. And they have the most comprehensive view of the two groups to compare.

When we shared talent-development insights in Chapter 3, you heard urgency in how the development leaders think about developing internal talent. And that urgency only increases for talent-acquisition teams. The talent-acquisition survey participants define top challenges as competition for top talent and a shortage of qualified talent. Both perspectives illustrate the rapid pace of change and the choices companies are making in order to deliver on it.

As we mentioned with talent development, it takes time to teach employees new skills and, in a competitive marketplace with product rushes and aggressive deadlines, it’s not always a viable solution to retrain an entire function of a business or invest in an internal candidate.

That’s why the top reason for selecting external candidates rather than internal ones is the need for a new skill or expertise (65%). And it just makes you wonder, was the skill truly missing within the company or was the skill just not promoted as part of an internal brand? Sometimes, there’s no question that a new skill or expertise is being added. But there are many times that skills were just not recognized. And here’s how we know.

When we asked talent acquisition what most people can’t do well in an interview, they say it’s the ability to illustrate accomplishments.

“Some of the best candidates we interview in terms of relative experience, education, and skill set are not always the best at being able to tell their story. And this can be a real impediment when you’re trying to convince me to hire you! The one skill that I recommend candidates develop to help them land a job or launch a career is to become an exceptional storyteller. Specifically, a teller of your own story.”

We couldn’t ask for a better proof point for the importance of a career story! Your accomplishments and experiences are like a doorjamb for a job position. They are what will get you the first-round interview, but no matter how much of a rock star your resume says you are, the way you communicate your accomplishments and tell your story is what gets you to the next round.

And if you agree with the trends and insights that we’re sharing, then disruption will continue whether you put it into play or your company does. You’re going to be a candidate multiple times. You’ll go through more interviews – and meet more talent-acquisition people – than you ever thought you would.

And that’s why we hope our latest book, Disrupted!, will help you understand the current career landscape and prepare to shift your disruption to a reset opportunity. Your first step is to order a copy and see how we solve for the talent insights we’ve shared over the last two weeks. Or better yet, join in the conversation by signing up for April’s book club and LinkedIn conversation about the resets ahead and how to succeed in all of them.

Call us when you need us.

Read an excerpt from Chapter 1 here.

Read an excerpt from Chapter 3 here.

Disrupted! A Talent Development Perspective

Subscribe to the podcast!

We believe in this strongly…and it’s why we wrote our latest book: Disrupted! How to Reset Your Brand & Your Career.

But don’t just take our word for it. On this episode, Hurst Williamson is joined by 3 Talent Development specialists to share their perspectives on what makes an employee a high-potential candidate and what traits they look for in tomorrow’s leaders.

More About the Guests

Alexandra Daily-Diamond is the Northwest Regional Talent Development Manager at Gensler, a design and architecture firm. In her role, she identifies people-focused solutions to HR challenges. She focuses on organizational and employee development and engagement, talent management, coaching, and HR strategies that promote wellbeing.

Hilda Curry is the Enterprise Learning Management Systems Administrator for Methodist Health System, a non-profit healthcare organization located in Dallas, Texas. Hilda has over 25 years of experience in corporate & healthcare learning and talent development, and has held a series of progressive positions in the training and development field.

Megan Breiseth is the Senior Director of Learning and Development at InsideTrack. Megan has worked in employee development since 2006. At InsideTrack, she coached online adult learners and eventually moved into Learning and Development leadership. During her career, Megan has built and managed learning programs that unlock the potential in coaches, managers, and support staff.

Show Notes

- Disruption is happening across the board in companies and for employees. Employees no longer have a mapped-out career path.
- Seek opportunities to expand your skills and repackage your potential.
- What do companies think about talent development?
- What percentage of the workforce has needed to do some kind of rest in 2020?
- - 100% of the team had a reset in priorities, personal goals, and how they do the work.
  - All training was converted to virtual learning, 10% of corporate employees shifted to work from home.
  - 100% of people’s jobs changed and circumstances changed. Staff neededg to focus on what is most essential for students and institutions to meet their basic needs. Prioritize safety, wellness, and how to set up systems to support employees so they could show up.
- Pandemic aside – What other things would be examples of organization disruptions?
- - Integrating separate systems into one
  - Transition from for profit to nonprofit business
  - Change roles to be more scalable and sustainable
  - More efficiency changes in the workplace
  - Pandemic heightened changes that would have happened otherwise but pandemic made it more urgent.
  - Economy is a general factor in disruption. – Global company and global economic impact.
  - Companies are shifting to have a clear focus to elevate the human experience.
- What is the organization’s responsibility in an employee’s development and what is the employee’s responsibility in that?
- - Company being intentional to listen and empower.
  - Employees seek out feedback on what the individual could do better.
  - Ask the questions that are going to get employees thinking deeply.
  - Empower employees to own their career and see themselves.
  - Have a specific program for leaders.
  - Offer employees training or tuition reimbursement.
  - Encourage them to play a visible role in committees.
  - Offer the opportunity to get input from coworkers and managers.
- What happens when an individual hits a wall where they don’t have the skills they didn’t know they needed to advance but were still good at their current job?
- - Push employees to get the skill – many companies will work with employees to get them to develop the skills they need to continue.
  - Encourage employees to have a conversation with managers to get the skills they need.
  - Library of competency to get measured on.
  - The goal is to look within the company but they will be open to hire outside the company if a specific skill is needed quickly.
  - In times like this, a person would lose the job for somebody who has that skill if the employee has not done anything to grow.
- When a person is having their potential assessed, being great at what they can do isn’t always a great indicator that they can stretch when a skill is needed.
- Examples of employees that were hired from other industries to do a new job:
- - Head chef- great head of customer service
  - DJ as a sales person
  - Zookeeper as a head of operations
- 3 key attributes that talent development looks for in any position
- 1. Ability to communicate and influence others
  2. Agility during changes or times of uncertainty
  3. Problem solving and critical thinking
- Debunking of the rumor of “There’s never enough “top talent”
- Personal brand and feedback
- The book goes over the importance of hitting the reset to create your brand you must make yourself visible.
- - Participate in programs.
  - Volunteer for outside organizations.
  - Champion specific projects.
  - Use talent and skills on a broad perspective.
- Personal brand is how people think about and talk about you when you aren’t around.
- - Asking for feedback removes the barrier and opens it up for an honest conversation.
  - If you dread feedback, work on your mindset around feedback, your mindset will share your reality. We can’t grow unless we get negative feedback. Seek feedback and control the narrative.
  - Participate in a performance review for yourself and from your manager. Feedback should be given on a day-to-day basis.
  - Not all feedback is useful but it’s important to put yourself out there. Seek feedback from individuals that make you nervous.
- You can’t grow without stress or change – everyone deserves to love what they do. Always seek to grow and chase meaning and purpose.

Order Disrupted! How to Reset Your Brand & Your Career today here or on Amazon.

Like what you hear? Hear more episodes like this on the What’s Your Story podcast page!

Disrupted: Chapter 3 – “Corporate Disruption – Insights from Talent Development”

Hear more about the Talent Development Perspective on our podcast! • Click here to order Disrupted!

Read Chapter 1 – Disrupted!

Read Chapter 19 – Corporate Priorities – Insights from Talent Acquisition

In our world of communication coaching, we talk to a lot of talent development and talent management leaders. One conversation with a new client was particularly revealing. We were designing a coaching program for some of the company’s future leaders, and she shared the difficulty of finding and retaining top talent for the company.

“I know that when I onboard a great resource, I only have them for about two years. While it’d be great to build out a series of development steps for a young leader, it doesn’t make sense when I know half of them won’t be here by the end of it. So, my perspective has shifted to, ‘what will you contribute while you’re here and what can I do to make you more effective for the company?’”

That’s a real dilemma for a talent leader and you can see from her quote that, even with the best of intentions, she can’t make a development plan work for everybody. Talent strategies have pivoted from a concentrated, long-term strategy of developing leaders over time, to addressing business needs and standing up new leaders quickly.

We’ve seen the shift and heard the dilemma anecdotally. But as we began thinking through disruption, we wanted to quantify the corporate perspective more formally. Through a comprehensive survey and follow-up interviews with nearly three hundred talent development and talent acquisition leaders, we found our assumptions matched their insights (see Appendix for full results).

Talent leaders are being stretched to anticipate skills, not just solve for gaps. And company priorities and strategies are shifting at a rate that’s hard to stay ahead of. In fact, 47% of our survey respondents said that one of their biggest challenges is that their company’s current talent capabilities do not align with the company’s future needs. That’s a pretty sizable gap! It means that talent teams are looking at either retraining or rehiring nearly half of their workforce. And even with the best of intentions, retraining half a workforce just isn’t feasible as a long-term strategy. It’s expensive, it slows down a company’s operations, and, perhaps most importantly in today’s market, it takes too much time.

So, if talent is at such a premium in companies, then where are talent leaders investing their time, energy, and funds? Well, they’re investing in two places with very different approaches: first-level managers and emerging leaders (seasoned directors/VPs and above).

Skilled front-line managers are needed to help an organization achieve its goals. Whether you’re in sales, marketing, engineering, finance, operations, etc., the first-line manager has a lot of visibility to both employees and customers, and they need to have a specific set of skills to manage the expectations of the brand and of the consumer. Training and support for this group is primarily focused on “hard skills” and whatever technical or specialist skill sets are needed to drive the immediate projects and strategies of a business. While there’s a lot of churn at this level of an organization, it still remains a priority for talent teams, so much so that this group was rated the highest training priority across our survey.

The second priority for talent teams are their emerging leaders (Senior Director/VP and up). Interestingly, this group requires the complete opposite training approach. Instead of delivering outcomes of a brand for a customer, future leaders become the expectations of the brand. And often, that means a lot more visibility in high-stakes environments. So, training for this group is focused on “soft skills” and whatever communication and leadership traits a talent team can help a rising leader develop quickly.

And as you’ve probably noticed, there are a lot of roles that this approach leaves out. If you don’t fall into one of those two camps, you’re not alone. And if your own development goals fall outside the scope of what the business needs, there’s a good chance you won’t wind up on a talent team’s radar.

Here’s why:

82% of talent development priorities are based on company goals, identified skill gaps for specific tasks, and job roles and functions. And only 8% of talent development programs, initiatives, and events are based on employee feedback and development interests. Talent development leaders told us that employees ask for leadership development, communication, and technical skill development through internal surveys and performance reviews. Yet those desires aren’t always in line with their companies’ priorities and development investments.

So, you can see how many employees fall between the cracks by missing training within their function area or not fitting the profile of the talent strategy in a given year. In addition, talent development leaders say that employees have unrealistic expectations and some blind spots about career advancement. These insights summed up our hypothesis, which is that in today’s corporate environment, you need to take ownership for your own development and career advancement.

And when you take ownership, you’ll find that resets can be opportunities if you know how to interview and illustrate your experiences well.

Next week, we’ll share the insights from talent acquisition leaders who clearly define what the interview is all about and why most people miss the mark.
More to come…

Read an excerpt from Chapter 1 here.

Disrupted: Chapter 1 – “Disrupted!”

Hear more about the book on our podcast! • Click here to order Disrupted!

Read Chapter 3 – Corporate Disruption – Insights from Talent Development

Read Chapter 19 – Corporate Priorities – Insights from Talent Acquisition

Today is not going to be a good day. You were up half the night worrying. You hardly hear the audiobook you put on in the car to steady your nerves, and as you walk from the parking deck to your office, the cup of coffee in your hand is shaking.

You make it through the front door and past the main lobby. On the way to your desk, you pass your colleagues. Some of them look well-rested as they debate last night’s game and swap weekend plans, but others look like you feel. They seem to share your nervous energy, and you get a few knowing half-smiles of camaraderie as you open your email and hope you’re wrong.

It’s no surprise that half the office seems on edge. Your company was just acquired and, on Monday, your leadership team said the dreaded word that you haven’t been able to stop thinking about: “reorganization,” commonly referred to as “reorg.”

By Wednesday, your manager, Marissa, announced that she was leaving, and last night your new manager, Dan, unexpectedly put some time on your calendar for nine a.m. today. You worked closely with Marissa for nearly two years, but now Dan has taken over Marissa’s team as well as two other teams. You worked on a project with Dan about a year ago, but he’s from a different department and most of the work was done remotely. You doubt he really remembers you.

When the clock strikes nine, you walk down to Dan’s new office where he is sitting with an HR business partner. He asks you to take a seat and shut the door.

Dan sighs, and you know instantly that you were right.

“Thank you for your work here the last two years,” he says. “But the company is moving in a different direction and we don’t have a need for your role right now.”

The rest of the conversation is awkward and brief, and then you thank Dan for telling you in person as you head back to your desk to pack up your things and wait for a follow-up email from HR.

As you take the long walk from the lobby back to your car, everything starts sinking in. You wonder what you did wrong, how you didn’t see this coming months ago, and worst of all, you worry about what comes next.

Last Friday your world was completely different. You had a plan, you felt secure, but now…you’ve been disrupted!

Disruption happens to everyone at some point in their careers, and, for many of us, it will happen many times over. Whether you’re a new recruit or a twenty-year veteran, a seasoned C-Suite leader or a recent college grad, you can and will be disrupted. Favorite managers leave, companies are bought and sold, and boards decide their companies need a new face at the helm. Whether or not you’ve lived this story firsthand yet, the inevitable truth is that at some point in your career you will be disrupted.

In fact, you may even disrupt yourself! We actively seek new roles, go back to school, move our families, or chase dreams. And while that kind of disruption is self-inflicted, it, too, can create lasting impressions that may linger outside of our best intentions.

We take disruption personally. Whether it’s a long walk from a desk to a parking lot with our things in a cardboard box or a cross-country move, there’s vulnerability that comes with disruption. Even when we’re in the driver’s seat, we often still feel lost, confused, and a little scared. Yet some people seem to thrive in disruption! Our societal lexicon is full of underdogs who turned failures into successes and went from disrupted dreamers to kings and queens of the hill. So, how do they do it?

Until recently, the old model for promotions and success within a company had not changed much since the 1950s. You put in your time with a company and the company would slowly bring you along in your professional development, investing in you and moving you along at an established pace to develop new skills and to prepare you for a senior leadership position. But that old and patient model has changed. Companies move at incredible speeds and, as the demand for more specialized and technical skills increases, talent leaders can no longer wait for someone to develop a skill over time. They need the skill right away. This is why many companies have shifted to a hiring model of “What do we need today?” and “Who can adjust easily to whatever we need tomorrow?”

That’s a very different mindset for developing and acquiring talent, and it’s a shift that not many employees realize has occurred. Even self-labeled “job-hoppers,” who only plan to stay with a company for a year or two, still have expectations that a company will help develop them and advance their career in some way. And while many organizations say they do this, the reality is that most employees do not hit the internal development radar until they meet a specific criterion. That’s why, when disruption suddenly hits us, we often feel confused.

“I didn’t know they were looking for that skill set…”
“I assumed they would teach me any new skills I needed…”
“I would have learned how to do that if they’d let me know…”

But, as I mentioned earlier, some people thrive in disruption. Or at least, they seem to. So, what’s their secret? Those who thrive in disruption understand how to do two things that will improve their ability to navigate disruption and reset their careers: they know how to position their brands and they know how to tell their own stories.

Excerpt Ends

In our latest book, we discuss both and share insights about expectations from hundreds of talent leaders. There’s more to come ….stay tuned!

Disrupted! A Podcast with the Creators: Why We Wrote It and What We Learned

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Disruption happens a lot across the corporate world. Sometimes, from a company’s perspective through realigning functions. And sometimes by employees themselves as they make choices to try different things. But whether disruption is caused by a company or an individual, it’s occurring more frequently.

And from our vantage point, we see individuals who aren’t ready for it…and aren’t good at resetting around a challenge or an opportunity that disruption causes. The book sets out to help individuals understand why disruption occurs and how to plan for resets.

This episode of What’s Your Story has guest host, Lia, who interviews Sally, Hurst, and LaKesha about book insights, highlights and maybe a few tips from the latest book, Disrupted! How to Reset your Brand and Your Career.

More about The Creators

Sally Williamson is the founder of SW&A and an expert in all things related to spoken communication. Sally brings more than three decades of experience, insights and a general love of connection to empower more than 15,000 leaders and managers to influence and impact any group. Disrupted! is her fourth book.

Hurst Williamson is the ultimate utility player who can uncover client needs, lead a workshop or weave an incredible tale. He owns every room and brings genuine engagement to communication. He is the heart of the career journey and a proud member of the generation most disrupted. But he sees it as an opportunity to tell your story and own your journey. And he’s helping many of our clients do just that. Hurst co-authored Disrupted! and it is his second book.

LaKesha Edwards is a life-long learner who loves research, insights and discovery. With a Ph.D. added to her own career journey, she questions what we’re learning and how we’re solving it. And with SW&A, she creates the steps to continue a development experience by thinking through what we learn, what we teach and how we coach. And quite frankly, she keeps us all on our toes. She led the research behind Disrupted!

Show Notes

Disrupted! How to Reset Your Brand and Your Career

- Disruption happens all over the world and it’s occurring more frequently.
- This book sets out to help individuals understand why disruption occurs and how to plan for resets.

Why Disrupted! How to Reset Your Brand and Your Career was written:

- It felt like the right time for the topic and they had the tools to sell it.
- As a communications firm they have a broad view of business change.
- SW&A wanted to support individuals and how they deal with disruption.
- This time, around wanted to include two new minds in the process to have fresh perspective about a topic that will directly affect their generation.
- The timing of COVID-19 offered the space, insight, and necessity for this book.
- This book has blended all their different talents together.

What was Disrupted! How to Reset Your Brand and Your Career trying to uncover and discover?

- Focus on developing the skills of current employees.
- Noting talent strategies have shifted with business beliefs.
- Talent acquisition is trying to bring in the needed talent to solve for gaps.
Where does that create insight for a reader or an individual who’s thinking through their own career path and development?
- Talent Leaders have encouraged employees to take ownership of their own career path.
- Training for employees to directly support company goals is 82%.
- 8% of their time is focused on development outside of company goals.
- If your interest does not align with the company’s goals, it will not be a priority.

Talent development is in charge of supplying the people to let that growth happen. Goals get narrow fast – if an individual doesn’t fit in the scope, they will fall behind.

- Employees must take ownership to develop their skills to make sure they stand out.
- Employees must not rely on somebody watching out for them- they must own their career.
- There is not a master database of employee’s development, skills, and career goals.

How to stay competitive?

- Feedback – is the best indication of what an employee’s file at a company is. Seek feedback to control personal brand. Seek feedback from individuals that make you nervous.
- Personal brand is how people think about you and talk about you when you’re not around.

What are the critical skills needed today?

- Communication and influence.
- Problem solving and critical thinking.
- Agility during times of change and uncertainty.

To be a better strategic thinker is to be a better strategic communicator.
Talent recruiters will look for talent outside an organization if specific skills are needed quickly.
How are disruption and reset related?
Disruption is what everyone feels.

- It happens to everybody and at any time. Not always handled well.

The rest are the people who take control of disruption.

- How they pivot.
- The art of how you take disruption and turn it into insight.

What does reset look like?

- Everybody will have to reset at some time in their career.
- An individual will change jobs 7-10 times in their career.
- Reset comes down to the interview.
- In the Talent Acquisition podcast they were asked how many people are good at interviewing? Less than 5 percent.

Talent acquisition is competing for top talent. Many people don’t understand how to explain their skills through storytelling. Acquiring skills that fit a specific job is not always through traditional experiences.
In the book they look at different career levels early, mid, and peak career.
People are successful in reset if they have a compelling brand and a compelling career narrative.

- 1st half of Disrupted! How to Reset Your Brand and Your Career is about personal brand and coaching around feedback. It’s broken down between early, mid-career and peak career.
- 2nd half pivots into a career narrative. How to think about organizing all your experience together. Mindset shifts on how you think and talk about yourself.

Order Disrupted! How to Reset Your Brand & Your Career today here or on Amazon.

Like what you hear? Hear more episodes like this on the What’s Your Story podcast page!