By about 1200 C.E., Polynesians were masters of oceanic exploration, roaming 7000 kilometres across the Pacific Ocean in outrigger canoes. Guided by subtle changes of wind and waves, the paths of migrating birds, bursts of light from bioluminescent plankton, and the position of the stars, they reached and settled islands from New Zealand to Rapa Nui, or Easter Island, the closest Polynesian island to South America.

Among the most respected people of the Polynesian community was the NAVIGATORS. The navigators could find small islands far away and back and forth over great distances and repeat these trips.

During the day they would of course be watching the sun. At night they would use their hands, but they also had “Shell maps”. These were woven sticks at different angles with small seashells connected to the sticks, the indices & intersections of which marked stars. They had lots of them. They had to be individually made for each destination, so travellers took a supply made for their home island to exchange for others on arrival.

Travelling home from their southerly voyages, they would use the “Shell maps” to travel north. As they crossed above the equator the North Star (Polaris) would come into view and every following night Polaris would be higher in the sky. When Polaris was as high as a coconut held at arms length (20° +/-) they would then turn to the west and keep Polaris on their Starboard beam. The Sunrise at their stern and the Sunset at bow. This would keep them on a course that would run down the 20°N line of latitude which will lead them to the Hawaiian Islands.
In modern times, the North Star continues to be a symbol of guidance and direction. It is a reminder to stay true to ourselves and follow our own path, even when the world around us seems to be in chaos.

Organisations now, more than ever, need to determine what inspires and influences them. They need to be crystal clear on the definition of their purpose.

Why? Simply put, it is Gen AI.

Whilst artificial intelligence is not new – indeed from 1957 to 1974, AI flourished – what has changed is that it now has the power and the ubiquity to make this a pivotal moment in the history of technology.

At pivotal moments in history, people need strong leadership.

Generative AI has the potential to transform organisations, products, services, and people’s lives.
It also has the potential to consumer mega amounts of investment. Indeed, it could be argued that large chunks of investment aren’t even understood by the organisations making them. People are doing things. People are learning. People are playing. People are testing. Ideas are being developed and organisations, desperate to keep up, are turning their heads in a multitude of directions without knowing necessarily what is the right one, or when is the right time.

The risk here lies in the direction the organisation is going in and who is leading it. Has the organisation or the department or the programme thought about a clear mission? Have they rethought their raison d’etre in light of the new technology environment. Are they an automaker or “a supplier of individual premium mobility with innovative mobility services”? Are they a bank or a tech company?

Whatever the outcome, the starting point for embracing AI is to approach it from a business perspective, and for that you need business leaders. People who can understand technology but who can think of how the technology can be used to further the organisation’s mission. People who will start with the business problem you want to solve. When it starts that way, there is usually a good ending because the problem eventually ties back to serving customers better and delivering more value for the company. When business leaders say, “that’s the problem I want to solve with technology,” it becomes easier to develop the technology road map to solve that problem.
So, think about this problem. In just 30 years’ time, it is forecasted that the human population of our planet will be close to 10 billion and producing enough food to feed these hungry mouths will be a challenge.

To help combat this, we need look no further than the likes of John Deere. Back in 2013, John Deere unveiled its Farm Forward vision, demonstrating the concept of the “autonomous farm” where machinery would be remotely managed from a central control hub. It showed a farmer monitoring data points and managing machinery from a console in his home in real-time, while AI takes care of the moment-to-moment operational decisions.

Since that time, Deere, the 180-year-old manufacturer of farming and industrial machinery, has spent the past 2 decades transforming itself into an artificial intelligence (AI) and data-driven business. Led by Blue River, its Silicon Valley-based machine learning business it has reassessed its mission and started with a business problem that it would seek to use technology and AI to solve.
In common with all successful transformations, John Deere had to do 2 crucial things, and they both relate to people. Firstly, it had to bring in the right talent to lead this ‘business’ transformation. It did. It brought talent in who could visualise and lead this initiative. People who could articulate the business problem and use this to lead the development of the AI technology solutions that could solve the problem. To this day, John Deere is bringing in and backing the best business minds and talent that can understand the problems they need to solve.

Secondly, they have developed their culture to support the new business mission. Organisational culture can either facilitate or hinder implementation of digital initiatives. But when transformation projects incorporate the right AI to enable beneficial outcomes and a cohesive workforce, the wins speak for themselves.

Whether it was rain or shine, sunlight or sunset, the Polynesians always got there successfully.

They followed their “North Star” and they had great Navigators.

Find the best transformation leaders and talent with Malikshaw Interim & Executive...

Malikshaw Interim & Executive work closely with organisations to deliver real world outcomes from transformation and change programmes. Whether it is about people, process, technology, data or product, our talent pools contain the very best leaders and domain specialists that can help to drive your organisation's next stage of growth and transformation.

In the latest edition of our Unlocking Success series, we look at the benefits for organisations of true skills-based hiring.

In today's dynamic job landscape, roles are constantly evolving. A person who possesses all the requisite credentials today may find that their role has undergone significant changes five years down the line. Take marketing, for instance. Someone who studied marketing in the early 2000s would have acquired fundamental skills that still hold relevance today but may lack proficiency in newer application techniques. Many of the tools and platforms used by companies for marketing today didn't even exist at the turn of the millennium. Consequently, organisations are increasingly prioritising skills over degrees or certifications.

This shift towards skills-based hiring is reshaping the recruitment landscape, offering a more precise and inclusive approach to evaluating candidates. This article delves into the advantages and practical implementation of skills-based hiring within your organisation.

Understanding Skills-Based Hiring:

Skills-based hiring marks a departure from traditional recruitment methods, placing greater emphasis on the specific skills and competencies that candidates bring to the table rather than their formal qualifications. This approach ensures a better alignment between candidates and the day-to-day requirements of the job, offering individuals without extensive degrees equal opportunities to showcase their abilities.

However, implementing skills-based hiring isn't as straightforward as it may seem. While resumes provide a glimpse into a candidate's skill set, they may not fully capture their practical competencies, potentially resulting in mismatches between job requirements and candidate capabilities.

Key Components of Skills-Based Hiring:

Identifying relevant skills and devising effective methods to assess them are essential components of skills-based hiring.

Firstly, employers need to ascertain the skills necessary for a particular role. Once identified, methods to evaluate these skills during the recruitment process need to be established. Technological solutions, such as candidate assessment software, offer viable avenues for this purpose.

Benefits of Skills-Based Hiring for Employers:

Transitioning to a skills-based hiring model offers several advantages:

• Improved Hiring Accuracy: By focusing on skills, employers can assemble teams comprising individuals possessing the precise competencies required for success. This reduces training time and costs, expediting the transition from role fulfillment to operational proficiency.
• Enhanced Candidate Experience and Employer Brand: Skills-based hiring promotes equal opportunities for job seekers, irrespective of their educational backgrounds. Candidates are evaluated based on their skills and potential, fostering a sense of inclusivity and improving the organization's reputation as an employer of choice.
• Cultivation of an Ever-Improving Workforce: Skills-based hiring attracts individuals who possess a passion for continuous learning and skill acquisition. This inclination towards lifelong learning ensures that organizational skill sets continue to expand, contributing to sustained growth and innovation.

Establishing a Skills-Based Hiring Funnel:

A systematic approach to identifying, assessing, and hiring candidates based on their specific skills and competencies forms the foundation of a skills-based hiring funnel. Key steps include:

• Defining Skill Requirements: Collaborate with hiring managers to identify the key competencies essential for success in each role.
• Crafting Compelling Job Descriptions: Clearly articulate the skill requirements in job descriptions, communicating the value of these skills in contributing to organizational goals.
• CV Screening Based on Skills: Prioritise CV screening that focuses on candidates' demonstrated skills and competencies.
• Implementing Skills Assessment Tools: Incorporate skills assessment tools into the application process to gain tangible insights into candidates' abilities.
• Conducting Skills-Based Interviews: Design interview questions that directly assess candidates' skills and competencies through real-world scenarios.
• Using Blind Recruitment Techniques: Implement blind recruitment techniques to eliminate unconscious biases and foster a more inclusive hiring environment.
• Providing Skills Development Opportunities: Highlight opportunities for skills development within the organisation, supporting ongoing learning and growth.
• Collaborating with Hiring Managers: Maintain open communication with hiring managers to ensure alignment on skill requirements and gather feedback on candidates' performance.
• Offering Clear Feedback to Candidates: Provide constructive feedback to candidates, fostering transparency and encouraging continuous improvement.
• Continuous Improvement and Evaluation: Regularly evaluate the effectiveness of the skills-based hiring funnel and refine the process based on key performance indicators and candidate feedback.

Future Trends in Skills-Based Hiring:

The future of skills-based hiring involves a continuous learning and upskilling approach, ensuring candidates adapt and grow with evolving industry trends. This underscores the importance of ongoing education and professional development in today's job market.

Embracing skills-based hiring represents a transformative shift in the recruitment paradigm, offering benefits for both employers and job seekers alike. By focusing on specific skills and competencies, organisations can build high-performing teams while individuals can showcase their true potential. Implementing a strategic and well-defined skills-based hiring process ensures a more accurate and inclusive recruitment experience, fostering a culture of continuous learning and skill development.

Finally

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

 Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

 In the latest edition of our Unlocking Success series, we'll explore upcoming trends and technologies in recruitment, providing insights from Nelia Protsiuk, an expert in Global Talent Acquisition & HR Operations.

Recruitment is undergoing an exciting evolution, with fresh marketing strategies on the horizon. Remarkably, 99.2% of employers now seek new hires through social media, underscoring the critical importance of robust recruitment marketing tactics.

 Reflecting on last years Recruitment Landscape

As we glance backwards, several trends have paved the way for strategic directions going forward. Notable trends include:

• Integration of AI and Machine Learning: AI has significantly enhanced recruitment processes, automating tasks and predicting candidate success.
• Embrace of Remote and Hybrid Work: The surge in demand for remote and hybrid work models has widened the candidate pool, with recruiters leveraging virtual hiring practices.
• Rise of Generation Z in the Workforce: The entry of Generation Z into the workforce has influenced recruitment strategies, emphasizing digital environments.
• Focus on Employer Branding: Companies have emphasised their values and culture through employer branding to attract and retain talent.
• Importance of Diversity & Inclusion (DEI) Initiatives: DEI initiatives have gained prominence, with companies embracing diverse hiring to foster innovation.

Anticipated Recruitment Marketing Strategies going forward

Here are the key strategies to watch for:

• Advanced AI Integration in Recruitment: AI is set to revolutionise recruitment optimisation, facilitating candidate sourcing and engagement through intelligent algorithms and chatbots.
• Normalisation of Remote and Hybrid Work: The normalisation of remote and hybrid work models will be highlighted in recruitment marketing, showcasing flexibility as a key differentiator.
• Strategic Employer Branding: Employer branding will take center stage, emphasising values, culture, and transparent communication to attract and retain talent.
• Social Media Engagement: Social media platforms will be leveraged to build compelling employer brands and engage with potential candidates through interactive content and live sessions.
• Cultivation of Inclusive Work Environments: Recruitment strategies will prioritise inclusivity, focusing on outreach to underrepresented groups and showcasing welcoming company cultures.
• Data-Driven Recruitment Decisions: Recruiters will rely on metrics and analytics to make informed decisions, optimising recruitment strategies and personalizing experiences.
• Enhanced Candidate Experience: Recruitment processes will prioritise personalised experiences, engaging candidates from initial contact to onboarding.
• Dominance of Video Content: Video content will play a significant role in recruitment marketing, offering glimpses into company culture and engaging potential candidates.
• Recruitment Automation and Efficiency: Automation will streamline recruitment processes, allowing recruiters to focus on human-centric aspects while reaching a high volume of qualified applicants.
• Emphasis on Learning and Development: Companies will highlight opportunities for learning and growth to attract candidates keen on professional development.

In Conclusion

As the recruitment landscape evolves, companies must remain agile and embrace new technologies and strategies to attract and retain top talent. By aligning recruitment strategies with emerging trends, organisations can forge a path toward holistic value creation and sustainable growth.

Finally

For more information on how we can help you recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.co

 In the latest edition of our Unlocking Success series, we look into how recruiters are transform into business leaders.

In today's dynamic business landscape, the role of recruiters is evolving beyond simply filling vacancies. Recruiters are increasingly becoming integral to strategic decision-making, driving organisational growth, and leading from the frontlines. This transformation marks a significant shift in the traditional perception of recruiters and underscores their journey into becoming influential business leaders.

The Evolution:

Gone are the days when recruiters were confined to the realms of sourcing and hiring talent. As businesses recognise the pivotal role of human capital in driving success, recruiters have emerged as key players in shaping organisational strategies. They are no longer mere facilitators of recruitment processes but are actively involved in aligning talent acquisition with business objectives. This evolution demands a diverse skill set that extends beyond traditional recruitment practices.

Adapting to Change:

To thrive in their newfound roles, recruiters must adapt to changing trends and technologies. Embracing data analytics, artificial intelligence, and other innovative tools empowers recruiters to make informed decisions, optimiswe processes, and deliver tangible results. Moreover, cultivating strong interpersonal skills enables recruiters to effectively communicate with stakeholders, build relationships, and influence organizational outcomes.

Driving Business Impact:

As recruiters transition into business leaders, they play a crucial role in driving business impact. By understanding the broader organisational goals and market dynamics, recruiters can proactively identify talent needs, anticipate future requirements, and develop strategic workforce plans. They become advocates for diversity and inclusion, driving initiatives that foster an inclusive workplace culture and enhance employee engagement.

Leading by Example:

The journey from recruiters to business leaders is not without its challenges. It requires resilience, adaptability, and a continuous commitment to learning and development. As leaders, recruiters inspire their teams to strive for excellence, encourage innovation, and embrace change. By leading by example, they instill confidence, foster collaboration, and cultivate a culture of continuous improvement within their organizations.

The transformation of recruiters into business leaders reflects the evolving nature of the workplace and the increasing importance of talent management in driving organisational success. By embracing change, leveraging technology, and focusing on driving business impact, recruiters are poised to play a pivotal role in shaping the future of work. As they continue to navigate this transformational journey, recruiters-turned-business leaders are well-positioned to lead their organisations to new heights of success.

Finally

For more information on how we can help you become or recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com

www.malikshaw.com

In the latest edition of our Unlocking Success series, we embark on embracing hiring based on competency.

In the ever-evolving landscape of talent acquisition, the traditional emphasis on academic credentials and previous job titles is gradually giving way to a more nuanced approach – hiring for skills. This paradigm shift underscores the importance of assessing candidates based on their demonstrated abilities and competencies rather than solely relying on their educational background or past experiences.

The Changing Paradigm

The era where a candidate's resume was the sole determinant of their suitability for a role has passed. Forward-thinking organisations now grasp the significance of skills as the genuine currency in today's workforce. Whether it's mastery in coding, proficiency in project management, or adeptness in creative problem-solving, employers increasingly prioritise candidates who possess the specific competencies necessary to excel in the role.

Why Skills Matter

The shift towards skills-based hiring is driven by several factors. Firstly, in rapidly evolving industries such as technology and digital marketing, traditional qualifications may quickly become outdated. By focusing on skills, employers can ensure that they are recruiting individuals who possess the most relevant and up-to-date competencies for the job.

Moreover, skills-based hiring promotes diversity and inclusion by creating opportunities for individuals from non-traditional backgrounds to showcase their talents. Rather than being limited by their educational credentials or previous job titles, candidates are evaluated based on their ability to perform the required tasks, regardless of their background.

Implementing Competency-Based Recruitment

To successfully adopt a skills-based approach to hiring, organisations must first identify the key competencies and skills required for each role. This involves collaborating closely with hiring managers and other stakeholders to define the essential capabilities that are crucial for success in the position.

Next, recruiters can leverage a variety of assessment tools and techniques to evaluate candidates' skills objectively. This may include technical assessments, case studies, behavioral interviews, and practical exercises designed to simulate real-world scenarios. By utilising a combination of methods, recruiters can gain a comprehensive understanding of candidates' abilities and ensure a fair and transparent selection process.

Challenges and Considerations

While hiring for skills offers numerous benefits, it also presents certain challenges and considerations. For instance, assessing skills accurately can be complex, particularly for roles that require a diverse range of competencies. Additionally, biases may still influence hiring decisions, leading recruiters to favor candidates with certain backgrounds or experiences over others.

To mitigate these challenges, organisations must invest in training and development programs that enable employees to continuously enhance their skills and stay abreast of industry trends. Furthermore, fostering a culture of inclusivity and equity is essential to ensure that all candidates have an equal opportunity to showcase their abilities.

In a rapidly evolving job market, hiring for skills represents a forward-thinking approach to talent acquisition. By prioritising candidates' demonstrated abilities and competencies over traditional qualifications, organisations can build diverse and high-performing teams capable of driving innovation and success. As the workforce continues to evolve, embracing competency-based recruitment will become increasingly essential for staying competitive and attracting top talent.

Finally

For more information on how we can help you become or recruit the high-performing individuals you need, get in touch with us on 0870 042 1430 or email us here.

Read our latest “Transformation Trailblazers” Newsletter in which we are talking change, transformation and technology - from the innovators and triumphant to the stagnant and struggling — Read it here.

Marta Ortigas is a Director at Malikshaw Interim & Executive, a leading interim management and executive search firm exclusively focused on helping organisations achieve transformational change through delivering high performance, diverse, impactful talent teams.

Transforming our client’s performance through exceptional talent…

+44 7715 905810

marta.ortigas@malikshaw.com
www.malikshaw.com