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Reflections from LINK UK

Posted 27/12/2013

In Mid-November I participated in CEB SHL Talent Analytics LINK UK event. You can find information about it on twitter #LINKUK. The rebranding of SHL has been done at these events. This was the 8th LINK event run by CEB SHL this year and the 3rd year these kind of events are held in UK.

The setting close Barbican in the City of London was impeccable! The speakers where of high class: knowledgeable and good communicators. A lot of effort by CEB SHL Talent Analytics and partners had gone into preparations. There were 2-300 participants, including about 50 staff members.

The outlook on the economy was well done, the speakers captive and witty delivery made it a great scene setter. Next a CEB board member discussed people management done by famous bosses he has worked with. We got an inside glimpse at what it had been like to work close to Steve Jobs at Next and Ross Perot of EDS.

Then CEO Tom Monahan pointed out the typical lack of people measurement in our dashboards, including CEBs own... Making sure you measure how siloed or de-siloed the organization is, looking into development measures and talent management.

After lunch there were 4 streams. For those of us interested in Sales there were two particularly interesting ones. Barclays has streamlined there recruitment process dramatically, reducing applications to about one fifth, by allowing people to get a better view on what's going to meet them when on the job. They had also implemented NPS measurement for all applicants. The score was an impressive +58 for recommendation to participate in the process.

Swarovski has essentially reversed the application process. They always take applications for their boutiques, there is screening based on a situational multimedia test and top scores will get approached when a position opens up. If you are interested go to Swarovski boutique on Facebook to see for yourself.

Having attended also the Nordics event some comparison is natural. The Nordics event stressed the business angle much more than the UK event.

In Nordics the message essentially was: being good at the HR aspects is a basic requirement, but to succeed you have to provide business and strategical relevance. Competency and value management are important, but in the end only as means to achieve business goals.

Maybe it's simply that SHL has such a strong foundation in UK combined with the fact that UK corporations are larger and hence HR roles are more specialized.

 

Thank you to all that helped me get the opportunity and in particular thanks for many lively and insightful discussions. Looking forward to good co-operation in the year to come.

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