I have been exploring the 2017 Deloitte Global Human Capital Trends report, which looked at the challenges ahead for businesses and HR professionals, but I have been looking at it from a faculty development perspective. The report is based on analysis of a survey of more than 10,400 business and HR leaders globally, and noted ten trends. I discussed the second of these – careers and learning – yesterday.
The third trend involves talent acquisition…which at first glance does not have much to do with centers for teaching and learning and faculty development…or does it? The report noted that in…
“…today’s transparent digital world, a company’s employment brand must be both highly visible and highly attractive because candidates now find the employer, not the reverse.” (Emphasis mine)
In ten years in faculty development, I have been involved in many search committees for members of CTLs. I am sure many of you have as well. The time honored process of crafting and posting a job description, forming a committee, screening a large number of applications…many of which do not fit the requirements, phone and maybe web interviews, campus visits, and the hope that through all of this, a candidate that actually is a good fit will be found.
The Deloitte report suggests this model may be changing … that tech solutions may disrupt this process. AI systems like IBM’s Watson can now sort through cloud networks like LinkedIn and quickly identify good fits based on career experiences, endorsed skills, and analysis of social media dialogue. Organizations are already employing simulations and gaming into the interview process to analyze potential performance on the job. The report noted that “…a consensus is emerging that traditional interviewing – subjective and unstandardized – may be an unreliable method for predicting a potential employee’s success.”
Joel Osteen has been quoted as saying “See, when you drive home today, you’ve got a big windshield on the front of your car. And you’ve got a little bitty rearview mirror. And the reason the windshield is so large and the rearview mirror is so small is because what’s happened in your past is not near as important as what’s in your future.”
Perhaps the way we have staffed CTLs in the past is our rear-view mirror, and the future staffing of CTLs might involve leveraging technology, focusing on the center’s brand to attract new talent to desire to come to the center, and thinking outside the box to find the right talent that can help faculty enhance student learning. We tend to think that the past is crystal clear and that the future is fuzzy…just like the picture below. True…but the future is also always not what we expect…so staffing for what we expect seems out of sync.
If you were starting a CTL from scratch now, what are the talents you would want with you as you look to this future?
UPDATE: After hitting publish yesterday, FastCompany published “The War For Talent is Over, And Everyone Lost.” It took a slightly different tack than I did, but it illustrated that organizations seem better able at waging war on talent as opposed to attracting talent. This article noted that talent is largely personality in the right place…which brings me back around to the idea of making CTLs attractive and the right talent will find you…as opposed to the other way around.