Attracting and inspiring top talent and adaptable leaders has always been critical. But this has become even more essential with the growing importance of artificial intelligence and automation.
Talent and Organizational Development Executive Vicki Shillington stressed this point on June 8 during the AT&T-sponsored MBE BizTalk, the conference call series launched last year by SCMSDC and its Minority Business Enterprise Input Committee (MBEIC). The series features subject matter experts sharing information on topics that affect how certified and non-certified minority business enterprises (MBEs) run, grow and scale their businesses.
MBEs throughout the National Minority Supplier Development Council’s (NMSDC) network participated on the recent one-hour call, led by MBEIC Chair Sanjay Kucheria.
Shillington said, “with digital and increased automation, life is becoming increasingly empty (for workers) and finding purpose is even more important.” She cited a study that found 50 percent of employees are not engaged in their jobs and said to attract and retain quality workers, companies need to make their organizations more appealing.
She advised MBEs to:
- Hire the right talent. Are they adaptable? Can they work with ambiguity and uncertainty? Are they effective communicators? If companies are not hiring adaptable individuals, it will be challenging to become a better organization in the digital era.
- Ensure employees are set for success. Workers need to know what’s expected of them. Make sure they’re engaged in conversations about what it takes to be effective in uncertainty and ambiguity. Have conversations about their own growth to become more successful and the exceptional skills required to make them adaptable.
- Support strong managers. Identify what managers need to be strong performers. Provide coaching and support to help them become the best they can be.
“If businesses find their hiring practices aren’t working well, they should offer a workshop for hiring managers and do a deep dive into what’s working and not working,” she added.
Shillington shared an example of how managers at one organization took on different roles during the hiring process. The role of the “surfer” was to identify if he/she would want to “hang out” with a potential job candidate. The “lifeguard” evaluated a person’s technical expertise. The “coast guard” looked at whether the candidate was adaptable and could handle ambiguity while the “sailor” looked at a person’s attitude and disposition.
“This type of exercise moves hiring managers from group think to deliberate evaluation as to whether someone will fit and makes it clear who you’re bringing in,” she said.
Look for details in future Connections for the next MBE BizTalk.