A CEO’s Open Letter to Talent

A CEO’s Open Letter to Talent

The war for talent is real, and upon us. Help wanted signs and job postings are seemingly everywhere. Many organizations struggle reaching growth plans because of an inability to attract and retain the right people. Henry G. Jackson, CEO and President of SHRM recently published an article titled The War for Talent is Now a Way of Life for HR. In the article, he says “Hard-to-find talent and hard-to-fill jobs are constants in the new world of work. So, to me, it is no longer a “war” to find and keep the best people; it’s a way of life.”

While much is written on how organizations can address this new talent reality, a great starting point is an understanding of what people look for in an employer. Talented people want to work for organizations with a purpose they can understand and be proud of, where their work contributes to the organization’s success and where their careers will grow. In a previous post, Attracting and Retaining Great People in 2017, I described several steps top employers are taking to attract and retain the best people, with special attention given to shared purpose and values, career development opportunities and cultural fit.

Since most talented people are not actively answering job postings, organizations are exploring new methods to attract talent. In the long run organizations will benefit by improving their reputation as an employer. How should organizations communicate their Employment Brand in a way that appeals to talented people? Perhaps with a message directly from the CEO, like this:

 

Dear Talented Individual:

We love our people. While most leaders say people are their most important asset, we believe it and show it.

You’ll feel the difference from the first time you visit our website. Our values, which guide our business decisions and relationships with our people, are stated clearly so we all know where we stand with each other.

Our goals are also published. We know where we’re headed and how we’ll get there – through our people. We share our goals so our people will be as excited about our future as we are. We’re also as excited about our people’s future as they are, even if their future is not with us. We help our people grow their careers while they help us reach our goals. We give them important work, provide great work space and technology, help them succeed, listen when they have a better idea and reward them every step of the way.

We also understand our people have lives outside work. We encourage our people to bring their whole selves to work, and spend guilt-free time away from work. We cheer their victories, share their sorrows and take joy in their happiness. We accept them as they are and support their dreams. We trust each other like family.

As with real families, we have our occasional differences. Most differences are easily resolved through open communications that are grounded in our shared values, goals and trust.

If ours sounds like a culture you can thrive and be happy in, please let us know. We would love to get to know you, and promise to treat you like family along the way. Even if we are not right for each other today, we are still interested in getting to know you. Tomorrow will be here before we know it.

 

Sincerely, Great Company CEO

 

If you were open to opportunities, would this letter appeal to you? Hopefully you would view this with enough interest to start a career conversation.

 

While a Talent Philosophy Statement like this can be a great employment branding tool, the culture, plans and programs supporting the philosophy must also be in place.

At Future State Talent, we help our clients create Talent Philosophy Statements, develop Employment Brands and embrace the new workplace reality. Please contact me to discuss the Future State of your Talent.

Randy Samsel

Future State Talent

rsamsel@futurestatetalent.com

 

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Vox Mobile – A #WorkplaceParadiseNEO Company

Vox Mobile – A #WorkplaceParadiseNEO Company

If you are viewing this article on a tablet or smartphone, you may have Vox Mobile to thank.

The world is rapidly converting to digital technology, and most people access the digital world through mobile devices. That’s where Vox Mobile enters–accelerating the path to mobility innovation. Founded in 2006, Vox Mobile’s vision is to provide complete enterprise mobility management as a Service.

Vox Mobile serves a variety of clients, in many industries through its Enterprise Mobility Management service. From strategy planning, device procurement and provisioning, software support, BYOD (bring your own device) policies, server administration, help desk and everything between, the solutions ensure mobile application success and a superior user experience.

The result? Here are a few examples of recent successes:

In addition, Vox Mobile has been recognized as an Inc 1000 fastest growing company, a Weatherhead 100 winner and one of the Northcoast 99 greatest workplaces.

For current and prospective employees that is good news. Headquartered in Independence Ohio, Vox Mobile has a state-of-the-art facility. Its HQ is in the same office building as ours.  As existing building tenants, we enjoy the upgrades made to the facilities when Vox Mobile moved in as the anchor tenant. To thank us for our ‘tolerance of the dust and noise’ during construction, Vox Mobile treated tenants to an afternoon of food, drink and entertainment. Welcome, neighbor!

Beyond the facilities, Vox Mobile has a dynamic culture that encourages hard work, inventive thinking, creative ideas, challenging the status-quo and lots of fun! In fact, Vox Mobile was recently named a Smart Culture award honoree. Jason Sulecki, Client Experience Manager says “I think Vox has a great corporate culture; they provide opportunities for advancement in addition to taking great care of their employees by planning fun and interactive events for all to enjoy.”

Vox Mobile also invests in its people.  A quick perusal of its career site provides insight into life at Vox Mobile, featuring professional development opportunities, impactful work and recognition for accomplishments. This focus on its people combined with rapid growth creates opportunity for advancement. In 2016 alone, 25% of employees received a promotion!

Vox Mobile is led by Kris Snyder, CEO and Ernst & Young’s Technology Entrepreneur of the Year winner. Kris and his leadership team foster a climate of open communication, collaboration and creativity to ensure success on behalf of their clients.

Besides founding and leading Vox Mobile, Kris helped found GEMA, a global joint venture headquartered in Switzerland which acts as a delivery network for mobile managed services in 87 countries. And in 2013, he helped launch Mobile Thought Leaders (MTL), which today has more than 3,000 members in 10 countries, and a dedicated purpose of cultivating opportunities for its members to collaborate and share emerging best practices and technology advancements in mobility.

Kris is quick to acknowledge how important his team and employees are to Vox Mobile. “We are only successful due to the commitment and delivery that our employees provide.  Our investment into our employees’ future is built through training and that is evident from our growth and promotion opportunities from within the company. “

Being in Northeast Ohio is also important to the history and future of Vox Mobile. Cleveland’s own Lebron James said, “In Northeast Ohio, nothing is given.  Everything is earned. You work for what you have.”   While paraphrased, the sentiment for Vox Mobile is very similar. “Success…It’s not one win, it’s not one event, it’s not a single destination.  Just like Cleveland, no one expects Vox Mobile to win, especially when our competitors are giants like IBM, Vodafone, Tangoe, etc.  How can we possibly compete with technology companies when we don’t live in Austin, Boston or Silicon Valley?  The answer is quite simple, really.  It’s the sheer grit in our Midwestern spirit that sustains our hunger for success.  And it’s our collective desire to overcome the odds and provide a solution and service above all others, thereby bringing our clients vision of mobility to life.”

Let that be a rally cry for all of us who work and live in Greater Cleveland! Thank you, Kris and Vox Mobile for leading us into the digital future, and for providing a Workplace Paradise in NEO!

 

 

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Attracting and Retaining Great People in 2017

Attracting and Retaining Great People in 2017

By Randy Samsel, Future State Talent

Many organizations are increasingly challenged with attracting and retaining great people. Economic growth, retiring baby boomers, digital disruption and other factors create greater demand for talent.

A Hunt Scanlon article, titled Employees will be Easy to Lose and Hard to Hire in 2017 says “working professionals have become all too aware that the current candidate-driven job market puts them in a ‘power position’ where they can be more selective when making career decisions. They now have a wealth of resources at their disposal to determine whether their current employer is offering them benefits or opportunities that are competitive with current market trends. For them, that knowledge is translating into control.”

The shift in power requires a strategic response by employers. Not all employers are responding strategically though.

A recent Gallup study, The State of the American Workplace describes the extraordinary disruption taking place in American organizations and the need for stronger leadership.

Changes that are affecting organizations are coming fast and furious, they are historic and monumental. Yet, only 22% of employees believe their leaders have a clear direction for the organization. Only 15% feel inspired by their leadership and only 13% feel leadership communicates effectively.

The rulebook is being rewritten. Leaders must decide what role they want to play in their organization — now in the midst of change and in the future. They can be passive bystanders or active participants in creating and guiding an exceptional workplace.   

What is the best strategic approach? Leaders need to enhance their human capital strategies by transforming the workplace culture. Jim Clifton, Gallup’s Chairman and CEO offers these recommendations:

  1. Call an executive committee meeting and commit to transforming your workplace from old command-and-control to one of high development and ongoing coaching conversations. Gallup can hold your hand through this. We will teach you everything we have learned as fast as we can.
  2. Dive in — don’t put your toe in. You can afford a lot of mistakes and even failures because the system you currently use doesn’t work anyway.
  3. Switch from a culture of “employee satisfaction” — which only measures things like how much workers like their perks and benefits — to a “coaching culture.”
  4. Change from a culture of “paycheck” to a culture of “purpose.”

Glassdooor’s recent Culture Codes of Best Places to Work provides examples of actions companies have taken to create winning workplace cultures. Common ingredients include defining and highlighting values and missions; identifying great people who fit the culture; establishing rules of conduct that support the values and mission while encouraging great performance; providing perks, benefits and career development opportunities to retain great people; and creating great workplaces/spaces that encourage collaboration and productivity.

The Gallup report says the one thing leaders cannot do is nothing. They cannot wait for trends to pass them by, and they cannot wait for millennials to get older and start behaving like baby boomers.

Does Culture Change through Strategic Talent Management Make Sense for You? Yes, if You:

  • Are Interested in Adding Significant Savings to Your Bottom Line – Every Year
  • Are Passionate about Improving and Growing Your Business
  • Are Strategically Focused (Have a Strategic Plan, Values and Mission)
  • Are Willing to Invest Time and Resources to Improve
  • Believe that Your People are Your Most Valuable Assets

We offer consulting services to help our clients with Strategic Talent Management. See our slideshare presentation to see how we can help you.

 

Randy Samsel
rsamsel@futurestatetalent.com
www.futurestatetalent.com
216-548-0740

 

 

 

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CEO’s Prepare for Talent Churn in the Digital Age

CEO’s Prepare for Talent Churn in the Digital Age

Take everything you know about talent management and throw it out the window. How else can you make sense of the mixed messages found in  PWC’s 20th Annual CEO Survey?

 

For example, 79% of CEO’s said technology will cause job losses, but only 4% plan to cut jobs because of technology. In fact, 77% of CEO’s believe skills shortages could impair their company’s growth.

 

CEO’s tell us the most important skills needed in an ever-increasing digital age are soft skills. What? Yes, these human skills are important for capitalizing on new opportunities.

 

15% of CEO’s say human capital is their top priority, second only to innovation. But creative leaders with emotional intelligence are in short supply and are essential for innovation. So, doesn’t that make human capital the top priority?

 

What is going on here? OK, I’m being melodramatic. The report makes perfect sense. We are in disruptive times and the mixed signals indicate disruption.

 

People will always be critical to success, but skills required are changing.

 

Technical skills are critical for digital transformation, but emotional intelligence is required to lead innovation.

 

The ability to gain new skills, adapt and align will characterize those who deal best with disruption.

 

 

The report also points out that CEO’s are taking steps to manage disruption.

 

75% of CEO’s have changed talent strategies to reflect the skills and employment structures they will need. They are also promoting diversity, looking for talent globally, and moving employees to where needed.

 

These steps may not be enough though. To find and train the talent required, PWC says, CEO’s will have to appoint executive teams that represent the diversity of the employee pool, create a purpose and culture that inspires people, and help their workforce manage turbulent times.

 

CEO’s have many challenges, including talent challenges. As we adapt to the digital age, talented people will lead the way. Thanks, PWC for these excellent insights.

 

Please contact us if we can help with your talent challenges.

 

 

Randy Samsel
rsamsel@futurestatetalent.com
 

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Talent Predictions for 2017 and Beyond

Talent Predictions for 2017 and Beyond

This is a great time of year. The holiday season brings out the best in people. Thankfulness, generosity and optimism abound! 2017 is right around the corner, and many experts are sharing their predictions including those for talent management trends. Here is a sample:

 

From Hunt Scanlon Media – Six Top Workforce Trends for 2017

  1. Blended Workforce to Grow

The gig economy, an environment in which organizations contract with workers and for short-term engagements, has created a new kind of diversity with full-time permanent employees working side-by-side with freelancers and contractors.

  1. Companies to Improve Candidate and Employee Experiences

Companies create marketing experiences for customers and prospects in order to drive positive engagement, increase loyalty and grow their revenues. Now employers are recognizing they need to do the same thing for both their candidates and their employees. A recent study by Workplace Trends found that nearly 60 percent of job seekers have had a poor experience as a job applicant, and 72 percent of them have shared that experience on an online employer review site.

  1. Use of Talent Analytics to Increase

Analyzing and curating data to measure and improve hiring will become more prevalent as talent acquisition professionals feel the pressure to combine traditional recruitment methods that leverage instinct or gut feelings, with the ability to turn everyday data into recruiting intelligence..

  1. Average Starting Salaries to Rise

For every job opening in 2008, there were 40 applicants. By 2016, according to the Bureau of Labor Statistics ‘Job Openings and Labor Survey,’ the number of applicants for every open position had shriveled to 1.4. Two factors – increased demand for skilled workers and historically low inflation – are driving wage growth and, as a result, average starting salaries will continue to rise in 2017.

  1. More Millennials to Enter Management Roles

This year, more than 3.6 million executive leaders are set to retire as younger professionals ascend to managerial slots. As Millennials move into leadership roles, their management style is expected to bring a striking change in corporate America, with a focus on collaboration and transparency.

  1. Uptick In Boomerang Workers 

The boomerang employee, one who leaves a company on good terms but then returns later, is on the upswing. According to a study conducted by the Workforce Institute at Kronos, ‘The Corporate Culture and Boomerang Employee Study,’ 85 percent of HR professionals say they have received job applications from former employees, and 40 percent say their organization hired about half of those former employees who applied.

 

From Korn Ferry:

 

Following are the 2017 Trends Predictions:

  1. Rise of the Gig Economy, or “Me Inc.”

Some reports estimate that by 2020 as much as 40 percent of the American workforce will be contingent workers, or independent contractors. There are two key drivers for the rise of what is now being called “the gig economy.” From the workers’ perspective, there is a demand for diversity and flexibility in their roles and the ability to showcase their unique skill sets. For some organizations, there’s a shift in strategy from ‘I need to hire a person’ to ‘I need to complete a task.’

  1. Programming the Robot: The Changing Roles of the Vital Many

Technology is changing the role of the ‘vital many’ – large groups of employees who traditionally carried out manual or redundant tasks. Take for example call center employees, who once answered all customer questions, but who now, with the acceleration of omni-channel communications, must be comfortable transitioning between mediums – be it over the phone, online or via social messaging – to answer those questions. Instead of doing manual work, assembly line workers, whose roles are increasingly being phased out by robotic, now must learn how to program the robots.

  1. Pack Your Bags: The Vagabond HQ – and Employee

Location, location, location. Increasingly organizations are taking a bold action in moving company headquarters – or significant facilities—closer to sources of specialized and available talent. For example, because of its solid highway system, favorable tax base, central location and niche talent, Dallas has become a hotbed for corporate relocation. Toyota, Liberty Mutual, JP Morgan Chase and coffee giant Farmer Brothers are all relocating their headquarters or major facilities there.

  1. Trusted Advisor: How Big Data is Changing the Role of the Recruiter

Administrative tasks that were only until recently done manually by talent acquisition experts, such as applicant tracking, can now be handled through Artificial Intelligence (AI) and Big Data. This now frees up time for recruiters to work more closely with HR and talent acquisition leaders. As a team, the group can help determine the best ways to align business and talent strategies. This will offer a more in-depth, longer-term workforce planning approach, as opposed to “just-in-time” recruiting.

  1. One Platform = True Intelligence

Big data has the risk of being, well, too big, too cumbersome, too fragmented. To help simplify and make the most out of data, today many clients are moving to one integrated platform for all of their HR needs, from profile design, sourcing, tracking, interviewing, assessment, on-boarding, employee development and benefits.

  1. Seeing into the Future: Data that Matters Long After Hire

Key performance metrics in the recruiting world have traditionally been around the hire itself, such as time-to-hire and cost-to-hire. However, today’s successful programs use longer-term metrics such as how long a person stays in a role, how many times they get promoted, and what 360 reviews say about their fit within an organization.

  1. Big Data, Big Brother: Keeping Information Safe

This year, news of data breaches seemed to make headlines almost daily. It was clear that no type of business was exempt, including the recruitment industry. In fact, in 2016, more than 700,000 candidates on the books of one international recruitment organization had their details hacked in one of the biggest security breaches in the recruiting industry.

  1. Culture is the Key to Retaining Employees and Enhancing Business Performance

A recent Korn Ferry executive study found that nearly three-quarters of respondents say culture is core to the success of organizational financial performance. In another Korn Ferry study, 73 percent of respondents said their No. 1 driver at work was doing a job that had meaning and purpose, while only 3 percent said pay was the top driver. This highlighted that the pay check is no longer king when it comes to sourcing, retaining and motivating talent. Today’s employees – irrespective of their generation – want to work for companies they believe in, from both a vision and development perspective. Company culture, ability to grow and upskill and location of work are all key motivators above salary for candidates choosing their next employer.

  1. Swipe Left/Swipe Right: Social Media and Recruiting

The concept of social recruitment will reach a new level in 2017 as Talent Acquisition leaders look to new mobile apps to source and secure talent. Social platforms like Tinder will pave the way for similar recruitment channels where both candidates and employers will swipe left or right for desired jobs or employees. There are new services in different parts of the globe that combine social, geo-targeting and mobile technology, whereby an employer can post a job advertisement on the mobile application which pushes a notification to everyone with the app in a 50-mile radius. Recipients can then react instantly with a push of an ‘apply’ or ‘ignore’ button.

  1. Embrace Diversity to Plug Skills Gap

2016 was the year when the widening skills gap was truly brought into view. By 2020, it is estimated that there will be a shortfall of some 85 million qualified workers globally. Looking at the shortage of Science, Technology, Engineering and Mathematics (STEM) in particular, talent is an issue that consistently raises its head in today’s media and still inspires much debate.

 

And from Bersin by Deloitte:

Prediction 1: Organizational Design Will Be Challenged Everywhere

Organization design, including structure, roles, talent mobility, and the role of leadership, must become flexible and adaptive—changing many elements of HR.

Prediction 2: Culture and Engagement Will Remain Top Priorities

The topics of culture and engagement will continue to be top priorities, and we can now measure them closely.

Prediction 3: Real-Time Feedback and Analytics Will Explode in Maturity

Real-time feedback, pulse surveys, text and narrative analytics, and network analytics tools will become mainstream in 2017.

Prediction 4: A New Generation of Performance Management Tools Will Emerge

The revolution in performance management practices (moving from an annual to continuous model) is finally being supported by a new breed of performance management software vendors.

Prediction 5: A Focus on “Human Performance” and Wellbeing Will Become a Critical Part of HR, Talent, and Leadership

A focus on employee wellbeing, productivity, and health will become an integral part of HR’s mission in 2017.

Prediction 6: Focus on Employee Experience Will Overcome Process Design in HR

The concept of “total employee experience,” focused on design thinking and the simplification of work, will become a major focus in HR.

Prediction 7: Digital HR and Learning Will Help Us to Reinvent L&D and HR Systems

Digital HR is here to stay. We, in HR, have to “do digital,” as well as “be digital,” in everything we do.

Prediction 8: The Leadership Market Will Start a Steady Process of Reinvention

Leadership development continues to be a challenge year after year. In 2017, a focus on “digital leadership” and rethinking the leadership pipeline will be critical to addressing this perennial problem.

Prediction 9: Diversity, Inclusion, and Unconscious Bias Will Become a Top Priority

Diversity, inclusion, and the removal of unconscious bias will become CEO-level issues in 2017. New tools are making this problem easier to diagnose and address.

Prediction 10: The L&D Function Will Continue to Struggle

The corporate L&D market is undergoing one of its most disruptive times in the last 15 years.

Prediction 11: The Future of Work Is Here and HR Is in the Hot Seat

AI, robotics, and cognitive systems are augmenting and changing jobs, professions, and careers. HR needs to learn about the future of work and help to redesign the organization faster than ever.

 

Beyond 2017, Randstad US predicts a massive shift to contract employment, with a majority of the workforce employed in an ‘agile capacity’ (i.e. contractor, consultant, temp worker or freelancer) by 2025.

Some common themes in these predictions include growing interest in digitization, diversity and inclusion, disruption and culture development. A general shift of power to employees is embedded as well. Please click through the links above for more details.

Talent management is evolving rapidly. The rate of change may seem overwhelming, but there are basic elements that remain steady: people want to work for a greater good, a purpose; they want to believe their work matters; and they want to grow. Cultures and leaders who can meet these needs will attract and retain the best talent.

Please let us know if we can help with your talent management efforts.

We wish you Happy Holidays and all the best in 2017!

 

 

Randy Samsel
rsamsel@futurestatetalent.com
www.futurestatetalent.com
216-548-0740

 

 

 

 

 

 

http://www.coseexpertnetwork.org/find-an-expert/randy-samsel

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Hyland, Creator of OnBase – A #WorkplaceParadiseNEO Company

Hyland, Creator of OnBase – A #WorkplaceParadiseNEO Company

 

The day I announced the Workplace Paradise NEO series and asked “Where are the best places to work in Northeast Ohio?”, Mary Vales was the first to respond and said, “Hyland, of course”. Mary is the Manager of Learning and Organizational Development at Hyland, and says “Our employees are our family. Best work-place ever.”

 

Started in 1991, Hyland is the creator of OnBase, a single enterprise information platform for managing content, processes and cases. OnBase has transformed thousands of organizations worldwide by empowering them to become more agile, efficient and effective. Today the company is headquartered in Westlake, Ohio where it has a multi-building campus that includes about 1600 local employees, and roughly 2200 total employees globally.

 

If you ask anyone who has visited Hyland’s headquarters in Westlake about first impressions, they are likely to mention the playground-like slides in the lobby. Not one slide, but two. They bring a smile to the faces of most who visit. But there is a lot more to working at Hyland than the slides.

 

Recently I had the opportunity to talk with Kathleen Vegh, Manager of Employee Engagement and Megan Klingshirn, Public Relations Specialist at Hyland. They shared insights into what makes Hyland so special – and it is a special place to work. Here are some of the aspects of working for Hyland we discussed.

 

It starts with a culture that was formed and nourished in the early years of the company by Hyland family and friends, who were the founders and initial employees. Hyland believes that happy employees make happy customers, and it lives by that mantra. As described on its website, Hyland encourages passion, creativity and individuality which is reflected in a flexible, inclusive environment. Hyland values its people, and provides great careers AND well-being. Hyland recognizes that people are more than employees, and welcomes the whole person to the company.

 

Since its early days, Hyland has been dedicated to a fundamental purpose. Broad, inspirational and enduring, Hyland’s purpose is to enable organizations to operate more efficiently and effectively. To ensure it stays on point with that purpose, Hyland created a set of five core values:

  1. We conduct ourselves with honesty, integrity and fairness in our relationships with our partners, customers, employees and shareholders.
  2. We deliver configurable business solutions that are intuitive to use. Our customers are confident when navigating our solutions.
  3. Our customers are our partners.
  4. Our employees are our family.
  5. We are motivated people passionately dedicated to the success of the company.

These core values are consistently consulted when making decisions and creating policies, and are not compromised for financial gain or short-term expediency.

 

Its culture, purpose and values have helped the company become wildly successful, as evidenced by numerous business and workplace awards. For seven consecutive years, Hyland has been recognized as a Leader in the Gartner Magic Quadrant for Enterprise Content Management. For three years running, Hyland has been recognized as a Fortune’s 100 Best Companies to Work For, moving up 28 places to number 48 this year. Locally, Hyland has been recognized as a Plain Dealer/Cleveland.com Top Work Place and NorthCoast 99 winner, and has received many other awards and recognitions.

 

These awards and accolades have helped attract talent as well. Hyland is the first name mentioned by most candidates I talk with when asked where they want to work in Northeast Ohio. However, that doesn’t mean it’s always easy to attract and retain the highly talented professionals Hyland requires. Kathleen Vegh explained that Hyland looks for motivated, positive and hard-working people, mostly in the IT field. Those are the same people MANY companies seek. And the roles at Hyland come with high expectations, tight deadlines, and some with high travel and long hours. Even so, Hyland continues to attract the best and brightest by working at it.

 

For example, Hyland has an entire team dedicated to engaging employees, using a process of interviewing employees, actively listening to their concerns and advocating on their behalf. The process has resulted in many of the perks and benefits employees enjoy today. One example is the addition of bicycles used by employees to go between buildings at the Westlake Campus (OK, for the record, the original request was for Segway’s). The engagement process provides an opportunity for employees to share concerns and improve their workplace.

 

Hyland also trains its people to look for ways to contribute to its customer’s success, which is directly tied to the Hyland corporate purpose. As Cam Bowers, Technical Consultant states, “What is most enjoyable about working as a Technical Consultant in Implementation Services is helping our customers achieve the goals they have set out for their companies. When I can help someone make their life easier, I feel rewarded.”

 

Looking forward, Hyland projects to have over 3000 employees by 2020. Even though Hyland enjoys a very positive, high profile as an employer, the company continually looks for new ways to keep the talent pipeline full. Three approaches stand out to me. The first is an ongoing commitment to hiring interns. The Hyland Career Site focuses on People, Place and Purpose. Within the people section, internships are addressed separately. Hyland believes that internships should be about gaining valuable work experience, not fetching coffee. Providing meaningful work experiences to interns helps with a steady flow of early career candidates, and with building an employment brand that appeals to all professionals.

 

The second approach to keeping the talent pipeline full is the CHAMP program. Kathleen Vegh said that Hyland tried something new in 2016 and hired 25 entry level professionals into this program, which provides intensive training designed to prepare them for future roles as business and technical consultants. The program serves as a feeder system to the market-focused service and consulting delivery teams. The CHAMP program provides tremendous flexibility in filling internal roles as needed, especially compared to sourcing experienced professionals with specific IT skills.

 

A third approach to keeping the talent pipeline full is to hire remote workers and expand in other locations. Given the global footprint of the customer base it makes sense to have employees elsewhere. That approach provides an opportunity for Hyland to attract talent from outside Northeast Ohio, without requiring relocation.

 

Though Hyland will continue to expand outside Northeast Ohio, the company is committed to Greater Cleveland. As its career site proclaims, “We’re born and bred in Northeast Ohio and we couldn’t be more proud of our hometown.” The headquarters and majority of employees will be in Westlake for the foreseeable future. That commitment provides benefits beyond business and tax revenues. Hyland and its employees are big on giving back. Hyland’s Community Engagement Program focuses on employee involvement in the organizations that mean the most to its employees. To that end Hyland provides matching gifts, Dollars-for-Doers and paid service days. Hyland also hosts charitable events and conducts corporate-wide volunteer initiatives.

 

Hyland truly is a shining star as a business, civic and employment contributor in our area, and a great place to work.

Thank you, Mary, Kathleen and Megan for providing tremendous insight into #Hylandlife, and thank you Hyland for providing a Workplace Paradise in NEO!

 

 

 

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