The War Over Millennial Talent

By: Logan Sand, April 24, 2018

When I begin with a talking point such as, “I’ve held an 85% retention rate of 20-something year-olds”, people usually respond one or two ways. One, a simple sigh with a raised eyebrow, head cocked to one side in a state of disbelief. Or two, a reply such as, “Show me your ways…”

Roughly 40% of America’s workforce are Millennials. By 2020, analysts expect this number to reach 50%. We are becoming a more diverse, multi-generational workforce, and let’s face it: Millennials are here to stay.

Or so we hope.

Organizations across globe are scrambling to figure out how to attract, obtain and retain young talent. To make this happen, I’ve broken it down into three parts…

Strategy: Finding the Right Fit

  1. Where are you sourcing candidates? Local universities? Trade schools? Young Professional groups? Look at organizations that are local or regionally close. Pinpoint those opportunities that align with your company positions and values.
  2. What does the conversation sound like? Market the initial conversation to realistic role expectations – don’t false promise.
  3. How do you tie your expectations to interviewing to ensure the right candidate? Tools like our customizable Devine Inventory HiringPremium assessment can predict success based on competencies that align with your job requirements.

Individualistic On-Boarding: The Start to an Employee’s Story

  1. Evaluate and create a 90-day structured action plan for on-boarding.
  2.  Understanding the employee’s make up from the Devine Inventory Develop Report, you can train on the foundations of the role, while individualizing training by leveraging strengths and building into improvement areas.

Follow Up + Follow Through: The Pivotal Moment

  1. Don’t demotivate a new hire by sending them off without any form of follow up. A 90-day onboarding plan isn’t enough. Hold the employees accountable to action plans and conduct in-depth conversations at 6 and 12 months.
  2. After a period of a year, consider having the employee retake the Devine Inventory to see growth results of the hard work the individual has done during the year.
  3. Implement new cultural initiative to support follow through. Contemplate a Mentorship Program to direct new hires into strategic conversation with senior-level individuals.

The war over Millennial Talent is real. There is a lot of conversation surrounding the influx of Millennials into the workplace. At the end of the day, it’s considering multi-generational input, creating a strategy, supporting individualism, and following through. In return you’ll find a happy medium within your own organization, and a very happy workforce, whether you’re 25 or 25 at heart.

Creating your own HR strategy? The Devine Group has solutions built to support the entire employee lifecycle, from recruiting and onboarding, to development and succession. See more at our resources page.

Behavioral Assessments Work

By: Andrew Day, April 17, 2018

Recently I read an opinion piece that decried the use of behavioral/personality assessments in the workplace. It highlighted many of the same concerns that have appeared in similar articles I have come across throughout my career. Chief among these concerns is that personality assessments are just not that predictive of work performance. However, the evidence disagrees with this belief. The conclusion from a 2005 review of research by Ones, Viswesvaran, & Dilchert sums things up nicely:

“The operational validities for compound personality variables are in the .40s. Such a level of validity places these personality constructs among our best predictors and best explanatory variables in IWO psychology. Similarly, the Big Five as a set produce operational validities in the .30s and .40s for a range of important criteria. These conclusions are supported by more than two dozen meta-analyses, incorporating thousands of individual studies, spanning decades of research. They explain and predict human behavior in general, and employee behavior in particular. Any assertion to the contrary demands extensive and comparable evidence that critics have so far been unable to provide!”

The full review article goes into more depth on different aspects of research relevant to personality assessment. The bottom line though is proper use of well-constructed behavioral/personality assessments helps hire the right people that positively impact organizational objectives.

Ones, D. S., Viswesvaran, C., & Dilchert, S. (2005). Personality at work: Raising awareness and correcting misconceptions. Human Performance. 18(4), 389-404.

Adapting to Labor Market Changes

By: Todd Young, March 29, 2018

The growing demand for talent is forcing organizations to re-think how they acquire talent. In certain sectors, the pressures of scarce talent create a vulnerability to the organization that isn’t well prepared to deal with the demands of acquiring talent in tight labor markets. The natural reaction is to cut corners to alleviate the pressure, resulting in an organization making an offer before the candidate accepts another opportunity. While corner cutting might satisfy the short term demands of filling the opening, it will likely only prolong the cycle of turnover due to circumventing the vetting process.

For an organization to be well prepared to adapt to a shorter talent acquisition cycle, it must find ways to overcome the “data deficit” that results from less interviewing time or another opportunity cost of trimming down the time you allow to make a hire. Over half of talent professionals and hiring managers say new interview tools or mechanisms are a top trend in how they hire. However, prior to the current labor demands, almost two-thirds of those professionals couldn’t effectively assess a candidate’s soft skills. With all these factors in play, organizations are going to quickly see a performance gap develop within critical positions which will impact productivity and other financial metrics in which we measure success.

Even though the labor market may dictate the speed in which you must acquire talent to remain competitive, simply filling the opening is not going to get you very far. You still must gather information, but instead of relying on the interview as the source of that information, find ways to gather it before the interview is conducted. Many organizations are leveraging objective assessments which are often able to be integrated into the initial application process. These tools offer depths of intelligence related to soft skills and suggestions of targeted behavioral interview questions to probe during the interview.

In the end, you must still gather the same amount of intelligence to make the best hiring decision. Increasing pressure of a tight labor doesn’t mean that you have to forgo valuable information which helps you make the best decision. Leveraging technology and an adaptable approach to how you are sourcing, interviewing and selecting your next hire can make the difference between having a cutting-edge hiring strategy that keeps you ahead of the game (and your competitors) and one that is simply reacting to labor forces that will only perpetuate the turnover cycle.

Come have a chat with our consultants today, and let them show you how to get the jump on the labor market demands.

How Will You Break Through?

By: Evan Tabar, March 27, 2018

We know breakthroughs take determination, hard work, discipline and trust, which is why at The Devine Group we measure competencies like Ambition & Drive, Takes Action, Positive Outlook and more! At the Sandler Annual Sales and Leadership Summit, we had the opportunity to acknowledge the outstanding efforts of Devine award winners! We applaud their success and hope their results will inspire leaders to discover how Devine assessments and talent analytic tools help to create opportunities and to provide organizations with the competitive advantages needed for greater success.

To learn how you can break through, 

Take a look at our award winners:

Revenue Performance Group, LLC – 2017 Global Top Producer: Matt Benelli (pictured), Mike Myers & Colum Lundt
Neuberger & Company – 2017 Top Producer Mid-Atlantic Region: Sarah Solberg (pictured) accepted the award for Matthew Neuberger
Dunn Enterprises – 2017 Top Producer Southern Region: Jim & Tessa Dunn (pictured)
Market Sense, Inc. – 2017 Top Producer South Central Region: Linda Scheible (pictured) accepted the award for Karl Scheible
Gerry Weinberg & Associates, Inc. – 2017 Top Producer Great Lakes Region: Alana Nicol (picured) accepted the award for Gerry Weinberg
Stark and Associates, Inc. – 2017 Top Producer North Central Region: J.B. Andrews (pictured)
CrossRoads, Inc. – 2017 Top Producer Western Region: Jim & Joan Stephens (pictured)
Sandler Training ISC – 2017 Top Producer Canada: John & Lucy Glennon (pictured)
Sandler Training Dan Macias – 2017 Top Producer International and 2017 Rookie of the Year: Dan Macias and Teresa (Prieto) Macias (pictured)
Sandler Training McCreadie – 2017 Top Producer UK: Andy McCreadie (pictured)
Corporate Strategies & Solutions – 2017 Golden Globe Award: Bill Bartlett (pictured)
Sandler Training Chicago & Northbrook – 2017 Golden Globe Award: Jody Williamson (pictured)
Lynn McInturf Associates, Inc. – 2017 Golden Globe Award: Lynn McInturf (pictured)

The Kids Are All Right

By: Elise Lotz, March 15, 2018

Yes, this is another piece on the new generations and how the workplace dynamic is shifting as Baby Boomers retire and the next in line slowly take hold of the reigns. But it’s not what you’re expecting – there’s nothing to be found here about who’s right and who’s wrong, and why we kids just can’t get any respect. This may be written by a Millennial, but I assure you every word in this piece affects each individual in the workforce, regardless of age, creed or race.

As it is currently, about 20% of Millennials hold leadership positions, a number that is expected to rapidly grow. With this also comes new styles of leaderships. As opposed to their predecessors, Millennials are known to carry very strong convictions but remain timid in their interactions. They value feedback, ethics, flexibility and values. In my humble opinion, the vast majority of organizations could stand to use more of these principles, but that doesn’t necessarily mean it’s right for everyone to overhaul how they run their business. It’s key to find the right leaders and identify the best fit for the organization so you can be as prepared as possible when the leadership change happens, knowing (with impending change or not) you placed responsibility into the right hands.

How then can you decide – relatively objectively – who is the proper candidate to serve in a position of leadership? You can let a variety of assessments do the work for you. The Devine Group offers hiring, development and succession plan assessment technology that allows you to create the ideal candidate profile, and evaluate how well current or prospective employees match what you’re looking for. As our solutions span the employee life cycle, we can assist in your search for new candidates, develop the team members you currently have and assist in planning for the future of your organization that’s no longer very distant.

Stepping into the unknown and allowing those that come after you to have control can be a little unnerving – but only to the unprepared.