Look First to Internal Talent to Fill Positions

Over the course of my career, I reveled at the ingenuity of those charged with finding external talent with very unique skills. Usually it involved dissecting data from the Bureau of Labor Statistics to identify the best markets, reviewing population demographics, looking at competitors in the market, searching social sites, developing relationships with different associations and institutions, and more. shutterstock_552220405

However, in my opinion, in order to have a fully optimized, high-performing organization, it is important to first provide career and development opportunities to employees, and then, if needed, look externally for talent to fill those positions.

We’ll discuss the challenges and keys to success for filling key positions internally during our Jan. 17 webinar with SumTotal, Flipping the External and Internal Fill Rate, at 1pm Eastern.  Come join Bill Docherty, Vice President/Product Management at SumTotal, and myself as we discuss this topic.

We’ll look at how to overcome the many challenges to this process, including giving employees visibility into internal career opportunities, development, the organization’s culture, giving employees time to adjust to the new position, and the technology used to scale this process. Meeting these challenges can be a real win-win situation for the organization and the employees. Here are just a couple of the benefits:

  • Strengthening EVP: According to Brandon Hall Group’s Employee Value Proposition Survey, the top three practices that have the greatest impact on an organization’s EVP are: improving manager coaching capabilities (57%), focusing on developing and retaining high-potential talent (57%), and enhancing learning and development opportunities (49%). By providing career and development opportunities, your organization is saying to employees that we value your contribution, you can make an impact, and we are investing in your future at this organization. That is an extremely powerful motivator that fuels engagement, retention, and business performance.
  • Achieving Greater Alignment: Your best employees are already aligned and engaged with your organization’s goals, values, and culture and are more likely than new hires to continue to pursue their career at your organization. To achieve this same type of alignment with new hires, and reduce the risk of new hire attrition, there needs to be an extensive assessment, assimilation, and onboarding process.

Daria Friedman, Principal Analyst, Talent Acquisition, Brandon Hall Group

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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.