SELECTION PROCESS 3.0
Today, many organizations are immersed in their digital transformation processes.
This is normal, considering how technologies and market needs are changing. This requires new mentalities, as may be the case with the change of mindset from project to product or for example, the change of structures by silos or specific areas to multi-functional and self-organized teams.
Ultimately, this translates into a major change in the profiles we need for development teams and especially in how they work. We need teams with a focus on objectives, working in short iterations, teams that are able to self-organize, self-motivate. In addition to committing to the objectives of the team itself and the organization, the following reflection comes to mind: what impact does this have on the selection process?
This is where we must consider doing something revolutionary. We can no longer ignore the importance of including areas of talent, people or also known as HR in the processes of digital transformation at the organizational level. How can we do this?
We, at Talan Spain, understand it as a revolution of the selection processes. Or as we call it: Selection Process 3.0.
What is Selection Process 3.0?
It is the application of a set of Management 3.0 practices, according to what is sought in each profile. What is needed today in our future talents?
At Talan Spain we look for great people first. Without neglecting the skills and capabilities that each professional has.
However, we believe that what prevails most for our organization is the person themself. In addition, we share and work synergistically with potential collaborators on the following:
The candidate as a person: Who are they? What are the values that move them? What are their aspirations? Within our process we use the Personal Map, leaving a space for the person to show and talk about himself/herself
To know their motivations: It is possible that what currently motivates you as a professional is something that Talan cannot offer.. This information can be very useful for us to reflect on possible improvements within our organization. Orto also be aware that the candidate and the organization are not aligned. In this section we use the Moving Motivators, so the candidate can show us and comment on the most important motivators for him/her at that moment.
Share the hard and soft Skills: Being a junior in most of the necessary skills is not an automatic reason to discard a candidate. As we discussed in point one, what we look for and value are great people. To develop this point we use the Competence Matrix with its three levels, so the candidate himself identifies,visualizes, and shares his skills in a collaborative way with the people involved in the process.
Identify responsibilities: We initiate an enriching conversation to understand how aware the candidate is of the responsibilities of the role we are looking for entails. Here we work with the Delegation Poker as a tool.
The power of feedback: In our culture we have integrated feedback into our improvement processes, and as part of this we ask the candidate to give us feedback to improve our process in which they have participated. Initially we were hesitant to introduce this part, as people may not feel comfortable giving feedback without a trusted environment. However, we were pleasantly surprised, as our candidates showed us that people want and feel grateful to be heard and to be able to help others improve. We are also very grateful for this, and for Talan, feedback is a gift.
Appreciation: At the end of the session, we gave kudos to each person who participated in this process in order to express our gratitude to each candidate for their interest, time and willingness to be a part of our selection process.
Things we've learned so far:
•Initial contact is very important. The information we share on the first call can help accelerate the candidate's interest. We take the time to inform the candidate, not only details about the position and profile we are looking for, but to inform them about the company, our vision, and above all, what Talan expects from its current and future employees. Once the interest has been initiated, we invite them to visit our facilities, tell them about the next steps that will take place, explain what those next steps will consist of and the average time required.
•At first, it can be difficult to generate confidence with some candidates and even more difficult, if there are several people present in the process. Thanks to the feedback of several people we decided to introduce a brief session at the beginning to discuss other topics, news, and answer any questions to help break ice. We want to manage this as a two-way discovery process, and not “just another interview”.
•Make a good closing. Let's imagine that a person has had to travel miles to attend our facilities and meet us. We consider that we must value this effort so we try to invest enough time, with enough quality so that these potential colleagues have an experience worth while.
•We live the selection process in a different way, we usually put timebox to the sections. At the end of each timebox of each section, we ask if we want to continue talking about one topic or we go on to the other, with all the consequences that this implies.
The selection process must be taken care of as if it were a super product. You have to give it all the time and investment it needs, because it is not every day that you find great talent that contribute significantly to an organization and that can look after their personal, professional and organizational growth. Let's make people remember our organization, whichever direction they choose. Let's generate ambassadors who recommend it.