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HR and Talent News Roundup: Scaling Your Workforce Edition

As companies scale, culture and growth go hand-in-hand. This means founders and leaders have to be more and more creative about how to ensure they continue to sustain culture so it doesn't get lost in the forest of growth. This week we share multiple examples of ways you can think about scaling the talent side of your business in the right way. 1) Why Zappos CEO Hsieh Wants To Enable More Collisions In Vegas from Forbes

" "When a city doubles in size, innovation increases by 15 percent,” he says. “But when companies get bigger, productivity goes down.” To avoid that destiny as Zappos expands, he aims to organize the company “more like a city and less like a large company” with densely populated workspaces, and, when it comes to navigating them, a preference for “collisions over convenience.”

2) Small business advice: How to set your firm up for long-term, sustainable growth from The Washington Post

"Hire the right sales people for the right positions and set performance expectations early. Having a well-developed sales culture from the get-go is essential in setting the stage for incoming talent, and it will keep the existing representatives inspired for the long haul...It is much easier to maintain a good culture than fix a bad one. If your once-thriving sales culture becomes stagnant, consider adding fresh talent. Bringing in new, hungry individuals to any team can ignite productivity among existing members."

3) Supercell's CEO reveals the culture he built to produce a £2.5 billion company in 2 years from Wired

"Despite this [success], all Pannenan wants to talk about is company values, both in terms of organisational structure and "the power of small." It is a manifesto for building a better company and he is conscious the world is now listening.  "The best people make the best games," says Ilkka Paananen, founder of Finnish gaming startup Supercell. "It sounds simple and perhaps naive, but if you truly believe it then the only thing that matters is getting those people and creating the best possible environment so they stay." "

4) 4 Ways to Build On Your Company Culture from Momentum

"When you’re not a startup anymore, it can feel like company culture is something that’s already set in stone — not something you can adapt father and improve. This couldn’t be any farther from the truth. Culture can be developed and molded over time, especially with new leadership at the helm."

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Susan LaMotte is the founder of exaqueo, a workforce consultancy that helps startups and high-growth companies build their cultures, employer brands and talent strategies. Contact exaqueo to learn more about how we can help you build a workforce strategy that’s aligned with your company culture and develop an employer brand that will allow your business to scale the right way.

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Covering Talent Issues: A Reporter's Perspective

I sit on the Board of our local talent acquisition non-profit group, RecruitDC. And since the inception, we’ve been lucky enough to have exceptional keynote speakers at each of our sell-out conferences. This year, with so many economic and government factors affecting our local talent landscape, we’re taking a different approach. Washington Post reporter Sarah Halzack will lead a panel of executive HR leaders to address some of these issues.  Halzack, a Capital Business Reporter and Web Editor for the Post, has a unique perspective on the area’s talent market. In advance of RecruitDC’s May 23rd Spring Conference, I sat down with her to talk talent, reporting and her own unique job.

Susan LaMotte: How did you land at The Washington Post? And tell us a little bit about your beat and the topics you cover?

Sarah Halzack: During my senior year at George Washington University, I worked as a research assistant for Laura Sessions Stepp, a journalist who was then working at the Washington Post and was in the process of writing a book.  When I graduated, she pointed me to apply for a job at the Post as a news aide, our most entry-level position. At that point, I was still somewhat unsure about what I wanted to do for my career; I had majored in journalism, but had only done internships in media relations. But as soon as I began working in the newsroom, I knew that I was exactly where I wanted to be.  I loved the energy of the place and I loved being surrounded by such bright and curious people. Currently, I am a reporter and Web editor with our Capital Business publication. I cover employment and workplace topics. That includes anything from how the labor market looks and what it says about the broader health of the regional economy to more HR-specific topics such as talent attraction and retention, compensation and benefits/rewards.

SL: I’m so glad the Post continues to dig into these topics especially since we spend so much time talking about politics in DC. Now, business journalism isn't as contentious as politics, but what have you learned about staying objective?

SH: Fairness is at the core of what we do in any department of the newsroom. I think the best way to achieve it is by thinking about a story from all 360 degrees and making sure you’ve been thoughtful and deliberate about what information you’ve included, what sources you’ve talked to, and whether you’ve given all the stakeholders a fair chance to comment. And I think it’s helpful to not make assumptions in reporting.  That helps ensure that you arrive at the most objective framework for your story.

SL: I think that’s good advice for business leaders too. We tend to have preconceived notions about solutions or even who to hire for a specific role! The 360-degree approach is something we could surely learn from. From the reporting you’ve done for the Post, what are some of the business trends you're seeing in our market?

SH: As we noted in the most recent edition of Post 200 (The Washington Post's annual report on the area's top businesses), it seems that many of the biggest businesses in the Washington region got a little bit smaller last year That manifested in different ways: Some shrunk real estate footprints, some reduced headcount, and others spun off business verticals. And so it seems that this year will be about adjusting and adapting to those consequential changes.  As for the local job market, the unemployment rate is ticking down slowly.  However, we are not adding jobs in the professional services sector at a fast enough pace to rev the engine of economic recovery.  Lately, our biggest job creators have been the health-care industry and the hospitality industry.  However, these are sectors that don’t tend to pay especially well, so that could weigh on income growth in this region.

SL: As part of preparing this year's Post 200, you talked about talent as a primary issue for many CEOs. What particular concerns and challenges do you find them to be facing right now?

SH: As I talk to folks in the local talent industry, a few themes emerge.  Some say that talent retention is a difficulty, particularly amid this climate of tightened budgets that might not allow as much room for compensation increases.  I also hear often that certain jobs remain hard to fill because they can’t find workers with the right skill set.  I’ve heard of and reported on lots of different ways of dealing with this—building talent pipelines with local colleges, creating internal training programs, or recruiting from unexpected places. For example, I reported last year on Merrill Lynch’s Washington office and how they are recruiting veterans, accountants and lawyers to work as financial advisers. In another story, I wrote about how Vocus was hiring a food truck for a day and giving out free pizza to lure people to apply for jobs. In other words, it seems many talent professionals are looking for outside-the-box ways to get the best people to come to their organization.

SL: There has been a great deal of conversation in our industry about a talent shortage versus a shortage of certain skills. But that’s just one of many key topics we’re talking about right now. It’s a crowded platform of challenges and I know we’ll delve into then for our panel.  Now, like many journalists, I'm sure story ideas are constantly crowding your mind. What do you do outside of work to clear your head?

SH: I perform with a professional contemporary dance company called Dana Tai Soon Burgess & Co.  We rehearse in the evenings and on weekends and perform throughout the Washington area.  It feels great to get up and do something physical after being behind a desk all day!  And dance calls for a different type of creativity than I use as a journalist, so that is refreshing as well.  I’m also a big fan of yoga. 

SL: Me too. We lead such crowded lives I find yoga a great way to eliminate all that noise if only for a hour.  And with all that you do, we appreciate you taking the time to join us at RecruitDC.  We look forward to hosting you and our panelists on May 23: 

-       Melody Jones, Chief Administrative Officer, CEB

-       Angela Mannino, SVP Human Resources, Inova Health System

-       Jeff Perkins, Chief People Officer, NPR

-       Bridgette Weitzel, Vice President, Organization Development & Chief Talent Officer, BAE Systems North America

 

 

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