At 30, “Dave” had already compiled an impressive array of accomplishment, including the successful management of a retail team of 30. Generally, I advocate for high-potential talent growing into roles beyond their experience. In fact, there is evidence Millennials (aka ‘Gen Y’) are more equipped for success than previous generations.

In this case, however, the risks associated with promoting Dave outweighed his ambition and qualifications. Having only been with the organization for one year, Dave’s breadth and depth of experience didn’t satisfy the board’s requirements for their new GM role.

I gently told Dave that he had great potential, but that his experience was not competitive in this candidate pool; the board wanted a seasoned executive with a proven track record, trusted experience, and a strong vision to take the small entrepreneurial company to the next level. A stretch assignment, I told him, was not appropriate for the role.

It seemed logical to me, but Dave disagreed. He met each of my arguments with calm, strong pushback.

What interests me most here: Dave’s resistance to recognizing his shortcomings in light of more veteran candidates. It made me wonder how this very large, confident generation will change the dynamics of talent acquisition, development, and retention as they gain experience and elevate their game. Trends suggest that Millennials are more strategic and proactive about clambering up the corporate ladder.

Ready or Impatient? Motivated or Unrealistic?

According to Nick Shore, SVP of Strategic Consumer Insights and Research at MTV, “Millennials are not just a more voluminous generation than Boomers, but better educated, more self-esteemed, more demanding, more technologically savvy, more empowered and wired to win at the game of life.” As this generation climbs the corporate ladder, their expectations and abilities are sure to reshape the organizations they aspire to lead.

To some, the Millennials’ ambition may seem unrealistic and impatient. Cali Williams Yost counters, “Millennials watched the concept of work and career change fundamentally.” Their aspirations are simply the product of the market from which they emerged. ‘Unrealistic’ may be an unfair label. The rules of employment have changed, so Millennial behavior and expectations are shifting, too.

Shifting, indeed. Pew Research articulates this group’s mercurial tendencies; “Members of this generation are far more likely than members of others to say they will one day be working for someone other than their current employers. Nearly six-in-ten younger workers (57%) say it is not very likely or not likely at all that they will stay with their current employers for the remainder of their working lives. Among Gen X workers, those numbers are virtually reversed: A 62% majority say it’s likely they will never leave their current employers.” With a well-earned reputation for job-hopping, what are we to make of this generation as it enters the executive echelons?

A lesson in patience or flexibility?

Ultimately, Dave was not considered for the CEO position. He was commended for his ambition and drive, but told that he needed more experience. His story makes me wonder about this generation of executives. How many will accept the exhortation to be patient, and how many will react with a new job search?

How can we accommodate the Millennial’s ambition while retaining them over the long term?

To retain this talent and help them grow into their aspirations, I suggest:

1. Structure for choice. Consider your organization in terms of career paths. Create logical job ladders and rotations to foster broad and deep expertise. Think in terms of projects, initiatives, and stretch-assignments. Would a formal mentoring process add value?
2. Leverage their taste for speed. This generation likes to learn and grow. A shorter promotion cycle, coupled with more frequent, smaller steps doesn’t have to cost a lot of money, and could satisfy their lust for variety.
3. Allow room for failure. Identify opportunities for pressure-testing high-potential Millennials. Single out individuals for special programs. Don’t coddle; let them experience what it means to take it up a notch. Follow Wieden + Kennedy’s advice for fostering creativity and testing potential quickly; Fail Harder.
4. Understand what they want. Tie performance incentives to their motivations (e.g. more money, time off, etc.) Regularly talk to your employees to make sure they feel engaged, supported, and challenged.
5. Spend your breath, not a fortune. Appreciation need not cost much money. Provide regular constructive feedback and positive reinforcement. Say thanks. Have fun. Communicate often.

What’s your experience?

What have you learned about hiring, managing, and retaining ambitious Millennials? Share your experiences below in the comments section.

When I first became an executive recruiter, there was no computer on my desk; just a shoebox full of 4×6 note cards with contacts’ information. Newspaper advertising was still an effective means of generating a candidate pool, and the ‘facsimile’ was the vogue way to transmit résumés. The trusty telephone –and a healthy network- served as the primary means for finding needles in the haystack.

Today, social media affords easy access to a surfeit of talent-related information; the haystack has mushroomed into a ‘hay mountain’. The executive recruiter who keeps up with the trends and technologies can search smarter, farther and harder for a whole handful of talented ‘needles’. Greater choice allows our clients more exacting selectivity and less compromise on job requirements.

With that said, these tools are also responsible for increased job shopping and job-hopping, altering the structure and behavior of the executive recruitment landscape. The speed and frequency of talent flow between companies has been on the rise, in spite of the flat economy.

Although fewer people are using the phone, it remains an excellent tool for connecting the dots between the glut of data in the virtual world and the thickening relationship mesh in the physical world.

More information ≠ Better connections

While it’s easier than ever to find names, titles, email addresses, and numbers, the wide avenues of communication have simultaneously created new hurdles to connecting authentically. We must now compete with the constant clamor of emails and updates, tweets and texts. Today, sustained performance hinges on the ability to prioritize hundreds of messages, responding only to the information most relevant and critical to immediate objectives. Unless disgruntled in their current role, most executives will understandably overlook or ignore messages that aren’t relevant to their responsibilities.

So, how do we overcome this information barrier? With personal connections.

Initially this may sound daunting. Working as an executive recruiter, we need to generate a critical mass of contacts for adequate reach, but this isn’t just a question of numbers. More than ‘linking in’ with others, our work still revolves around cultivating relationships for talent searches today and tomorrow.

Sparks really begin to fly when we enlist advocates: those who will repeatedly take time out of their busy days to recommend us to the bright talent in their networks. That is still the most reliable way to align company culture with candidate capabilities, competencies, and motivations. It is also the slowest. Indeed, I know of recruiters who have forsaken the phone altogether, perhaps believing that they are faster or more effective working exclusively online. I would argue that this mentality unnecessarily sacrifices opportunity.

The trick lies in finding equilibrium. Dive too deep into the ‘hay mountain’, and you risk getting lost and wasting time on unproductive research. Conversely, just poke around the fringes, and you may not find the best candidates in time. Finding and remaining in the sweet spot takes a balanced approach and sound data analysis.

We have to become adept navigators in the ocean of talent information, tapping relevant relationships to draw a map to the best candidates. Think of it as crowd-sourced recruitment. It’s the combination of new and old technology and the ability to compile more data to make better-informed decisions.

Regardless of how communication preferences and trends evolve in the digital realm, actively building and cultivating personable relationships will reliably distinguish successful executive recruiter efforts. Once we’ve researched the most promising leads online, it’s ultimately the phone that allows us to get through to an audience immersed in digital communication. Though some argue that the phone may be at the beginning of its decline, I maintain that it still has a place among the emerging avenues of communication.

It just takes some old school persistence and patience, neither of which will ever go out of vogue.

What do you think?
Have you noticed a shift in candidates’ and contacts’ preferences in mode of communication?
How has your use of the phone evolved?
Share your thoughts by fax, phone, or the comments field below.

Amidst growing skepticism from green washing, and after a generation of scattered, but well-meaning attempts around the world, the Outdoor Industry Association’s Eco-Index is establishing a framework to measure and analyze concretely a product’s impact from cradle to grave.  By establishing a common language, providing supporting tools, and seeding with the right questions, the Index will enrich internal dialogue and strengthen the business case for environmentally responsible decisions.  A consumer-facing component is still under consideration. 

Recently, I asked Jamie Bainbridge –Director of Textile Development, and Sustainability at NAU, and long-time member of the Eco Index’s advisory council- about the motivation behind the project, now in its beta phase.  “Sustainability is one of the most chameleon components of business today,” Jamie told me.  “What is ‘fact’ one day changes a year later.  Instead of black and white answers, manufacturers have to navigate a series of trade-offs and judgments.” 

As to the Index’s impact on individual job descriptions; “Rather than creating an entirely new department to tackle these questions, I think the future of sustainability lies in its integration into every existing position.  For example, the shipping department will tackle the logistics piece; the people in charge of manufacturer relationships will approach opportunities in the facility.  Everyone will integrate these questions into his or her responsibilities.”

The sweet smell of opportunity.

The proactive executive who embraces this change ahead of the curve will tap an enormous opportunity.  If you want to be credible and marketable after this initiative comes on line, you need to take action now.

Convinced of the opportunity, but concerned that your higher-ups aren’t?  According to Darcy Winslow, a major change-agent at Nike in the 90s, “It’s great if you have leaders’ buy-in, but you don’t need them to initiate change.  If you want to start the conversation that will progress into positive, responsible decisions, you have to draw a direct connection with the bottom line. For example, greater efficiencies in facilities can be your first point of dollar savings: greener tech and production can save money. That’s how we started at Nike.” 

Winslow –now the Director of Willamette University’s Sustainable Enterprise Certificate- says “You have to be able to see the entire system.  Substituting eco-friendly materials is just the first step.  It’s when you step back and look at the systems – the whole design of the product through to the supply chain- that you get into a re-design capable of incredible change.”

Some companies already require hiring candidates to have real-world education or experience in this field.  Executives who want to remain competitive are actively sharpening their skill sets. That’s why you’re seeing more programs like the Sustainable Enterprise Certificate. 

One final thought:

Since the Index has had so many companies contribute to its development (75 at last count), it’s very likely that it will drive the direction of the industry.  In fact, many ‘outsiders’ are also participating; I wouldn’t be surprised to see the process –once completed- adopted by many different consumer product industries.  One more reason to get involved early.

How should executives ‘get on board’?

1. Jamie Bainbridge: “There are number of experts in sustainability and environmental sciences, but few that mix it well with business.  To get started, learn about the Eco Index.  How will it relate to your current work and your professional aspirations?  Find ways to incorporate it into your job, even if it is not yet an expectation.”
2. Darcy Winslow: “Earn the Sustainable Enterprise Certificate. Of the many options out there, this program’s beauty lies in its quality and brevity. We teach systems thinking, how to shift your business and engage others in collaboration through the best leverage points.” 

If you’re confronting these questions in your current position, please share your thoughts and experience. 

• What are you doing to keep up with this industry shift?
• Recruiters and HR readers: How are you evaluating candidate’s eco competencies during the hiring process?
• Executives: How are you developing you knowledge of sustainability?

What does BP’s ongoing disaster in the Gulf of Mexico have to do with your hiring practices?  More than you may think.

Last month, five international oil companies were chastised by the US Congress for having near identical spill-response plans. Putting aside questions of negligence and complacency, this tragedy highlights the risk of only hiring from a talent pool with industry-specific experience.  Tight-knit industry clusters breed mediocrity.  If BP had enlisted the help of an industry ‘outsider’ -one with parallel experience, complementary competencies and a fresh perspective- perhaps their spill-response plan may have had more success.

Yes, experience and pedigree are important, but old hands don’t guarantee new ideas and fresh thinking.  The best candidate with the most promising competencies and creative energy may work in another industry.  While responsibilities and context may differ, the applicable core competencies driving an individual’s success may be readily transferable.

Progressive leaders who toy with the idea of hiring for competency over breed may have trouble seeing past industry boundaries.  This is understandable.  Such actions demand courage and a hiring process that inspires confidence.  Today’s market conditions currently favor such courage and confidence.   A recent article in the Wall Street Journal highlights employment trends that support the case for hiring outside the box.

Why act now?  Consider just three reasons:

1. Well-established brands are also well-entrenched.  Future success depends on innovation and connection to the next generation of customers.  Fresh thinking, strategy and perspective borrowed from an analogous company in a parallel industry could propel new growth and prosperity.

2.  Far flung candidates may be reluctant to relocate if the hurdles of selling their homes or finding their partners new jobs seem too high.  Since relocation costs are also on the rise for companies, the risk of failure may seem insurmountable.  Cost-conscious and community-oriented companies must balance the benefit of hiring locally with the potential inconvenience of a smaller, homogenized talent pool.  Under these circumstances, hiring outside of the industry may be an attractive alternative. 

3. Creative thinkers naturally tire of the same old job responsibilities and challenges.  Boredom with their current situation may inspire top performers to jump into something new and stimulating, even if it means a pay cut.  A successful person with the competencies you need will ultimately perform well and quickly compensate with rejuvenated enthusiasm.

In 2008, I met with an entrepreneur who wanted to jump from a career in healthcare into the outdoor industry.  Sure enough, he is flourishing as a national sales manager with a burgeoning outdoor apparel company.  He is passionate about the business and is an authentic brand evangelist in pursuit of market share.  After just one year in the industry, he is a top performer bringing all of his past entrepreneurial experience to benefit his new employer.

As in the case above, the risks can be daunting, but the pay-off can be substantial.  If you’re ready for some brave hiring, hedge your bets with these tips:

1. Prioritize values and culture fit.

Take stock of your company. Review the vision, mission and values driving your business, then let them guide the hiring structure.  Don’t forget to pay close attention to culture fit.  Employees who are a good cultural fit perform better and typically stay longer.  I’ve written more about culture fit on my blog.

2.  Follow your map.

To determine fit and identify transferable competencies, develop a structured behavioral interview process. Carefully align the interview questions to the competencies needed for success.  Then, create a consistent selection process.  A blog post that I previously wrote provides recommendations for structured interview techniques.

3. Look past the horizons of your industry.

Would it surprise you to learn that some of the best footwear designers come out of the automotive industry?  What complementary industries harbor folks with the talents, capabilities, and competencies you identified above?  Look for these people with experience in parallel, but relevant industries.

Building momentum takes time.  Be patient.

If you’ve invested effort in the above suggestions, then it will pay off to allow your new hire to absorb company culture and vision.  Once she gets up to speed, there’s no telling how far she’ll take you.  Although you can be sure it won’t be in the same direction as your four major competitors.

>>> About Notogroup: Notogroup is an executive search and talent consulting firm. We have a singular focus on providing the most comprehensive executive recruiting service so that our clients can be assured that each and every hire is a successful one.

In search of more data, I discovered another major study by Leadership IQ of 5,247 managers covering more than 20,000 hires that points to deep-seated flaws with the interviewing and assessment process used by most companies. Perhaps the most salient statistic was that only 19% (one hire out of every five people hired) in a typical hiring process were classified as an unequivocal success. The study also indicated that 46% of new hires fail within 18 months.

The hypothesis given by the Leadership IQ Study was that the majority of hiring managers surveyed reported that they ignored subtle clues and were too focused on other issues, too pressed for time, or lacked confidence in their interviewing ability. The study also indicated that hiring managers emphasized technical competence over candidate motivation, coachability, emotional intelligence, and temperament.

While not much credence was given to the hiring process in these reports, the Recruiting Roundtable report offered some redemption for the value an experienced recruiter can bring. The report concluded that “recruiter skill” does correlate to improvements in quality of hire.

The top three recruiter skills for improving quality of hire included:
1. The ability to partner and communicate with hiring managers
2. The ability to gain a clear understanding of job requirements
3. The ability to recruit / hunt (of course).

Even though I was knocked a bit out of orbit by the research findings, I still believe that a comprehensive and structured interviewing process does improve quality hire. In my opinion, the real issue is inconsistency. Unfortunately, recruiters do not have professional standards of excellence that would provide the consistency needed to correlate process to improved hiring success.

In the absence of true professional standards or accreditation for recruiting, I will now have to give more weight to recruiter instinct and experience. While I have always believed that experience and skill are important, I have been more humble about promoting my own experience and passion for recruiting. Perhaps the talent it takes to be an incredible recruiter is not different (in concept) to the talent of a star athlete, musician, or an admired artist.

In truth, the best way to improve quality of hire is most likely to include a combination of all of the elements described above. However, when selecting your next recruiter, remember that it takes great talent to hire great talent.

Like a teenager becoming an adult, it seems to be a bit of an awkward stage for social media as we stumble across lines of proper etiquette.  Also, as a result of the workplace becoming more global, the differences in cultural and social norms have created even more confusion.

Whether we like it or not, social media now has legitimate business applications and the user population has grown exponentially.  Yet, there are many legal and ethical issues that need to be addressed with regard to how social media is used.  For example, a recent Career Builder survey found that 44% of employers look up potential hires and incorporate the information into hiring decisions.  If it hasn’t occured already, it might be a good time to create an open dialogue in your company around how social media should be used and the issues and policies surrounding privacy, hiring, branding, culture, and employee performance.

So, here are some questions to get the conversation started:
1. How do you deal with the invasion of your personal life from the professional realm?
2. What can be done about social media’s influence on hiring decisions?
3. Should employers be liable for factoring inappropriate information with regard to hiring decisions?
4. What are some of the other issues that you have encountered with social media in your workplace?

Comments welcomed and encouraged.