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When it comes to human capital management and talent management, new CEO's entering organizations are looking for plans.
In the last three weeks, we have had the opportunity to work with 3 new CEO's who have asked us this very question:
How prepared is our organization for the talent needs that we will have into the future.
These new CEO's know far to well that this is a business responsibility to understand talent, but look to HR for this answer. Here are some tips and a timely article link below that might assist.
��� First impressions count. Most CEO's make decisions about people within the first 60 days, so you have to present yourself well from the beginning. "The danger of being pushed out is real," write Coyne and Coyne. "But so are the opportunities -- if you swiftly establish your value when the new chief arrives."
FOR HR AND HR TECHNOLOGY, THIS MEANS HAVE YOUR DATA, SCORECARDS AND METRICS READY!!
��� Set up face time. Secure a meeting with the new boss, and let him or her know about your responsibilities and how you can help achieve the vision. Without cues from you, your new CEO will be left to draw his or her own conclusions.
*THE MORE PROACTIVE THE HR FUNCTION IS, THE MORE THE RESPECT IS IMMEDIATELY GAINED. DONT WAIT TO BE ASKED FOR INFORMATION. *
��� Understand the CEO's style and agenda. Don't be afraid to ask your CEO directly about his or her style and the agenda for the future. You'll get the best information from the source and also demonstrate that you care about what the boss thinks.
UNDERSTAND WHAT HAS DRIVEN THE CEO IN THE PAST AND THEIR BACKGROUND. MOST CEO's TODAY ENTER WITH EXPECTATIONS OF DATA TO MAKE DECISIONS. UNDERSTAND THEIR SIX-SIGMA BACKGROUND, UNDERSTANDING OF MANUFACTURING ECONOMIES VS. KNOWLEDGE ECONOMIES AND BE PREPARED. LOOK FOR CUES IN THEIR LANGUAGE IN THE FIRST FEW WEEKS AND ATTACH THERE.
��� Be honest. Don't paint a too-bright picture or a spell out a less-than-realistic game plan. You want your new CEO to know that you are not going to hide negatives.
USE THIS AS A SELLING OPPORTUNITY AS TO WHAT YOU NEED TO MEET HIS/HER OBJECTIVES. COME TO THE TABLE WITH YOUR TECHNOLOGY PLAN, EXPLAIN WHY NOT THERE TODAY AND WHAT YOU NEED TO GET THERE.
��� Don't emphasize your needs in the beginning. Forget about your own agenda -- your compensation, long-term plans or problems with the company. Ensure that the honeymoon phase with your CEO is just that.
PARTNERSHIP IS A KEY EARLY ON. TOGETHER, YOU AND THE NEW CEO WILL CHAMPION THE HUMAN CAPITAL MANAGEMENT AND TALENT MANAGEMENT CAUSE.
Most see the entrance of a new CEO or leader as another reason to pause and wait. Use this as an opportunity to drive your agenda, prove your productiveness and prepare your organization for long-term success. Create your plan today.
Another infusion of knowledge..
Link to CareerJournal
