NAPLES, F.L., June 12, 2018 – Brilliant HR, a global leader in Compensation Planning and Human Resource software , announced today that Nancy Thalheimer will assume the position of Vice President of Business Development. Ms. Thalheimer will be instrumental in acquiring new clients to further develop Brilliant HR’s growing portfolio of national and international accounts. Ms. Thalheimer joins Brilliant HR after an impressive 27-year career as an entrepreneur and co-owner of Thalheimer’s Fine Jewelers, a high-end jewelry retailer located in Naples, FL. Nancy’s experience managing the intricacies of a business, as well as delivering exceptional client service will make her a tremendous asset to the team. As VP of Business Development, Nancy will direct Brilliant HR’s growth both nationally and abroad, through targeted client acquisitions and strategic partnerships. Nancy will play an integral role in marketing Brilliant HR’s unique product offering and steadfast commitment to brilliant client service and innovation. Ms. Thalheimer commented, “I am honored and excited to join the Brilliant HR team. The commitment of everyone in this company to integrity, and above all client service is what makes our organization so special. Our clients are the foundation of our success. I look forward to working with the team to exceed aggressive goals, by educating prospective clients on the high quality compensation and talent solutions Brilliant HR has to offer. .” About Brilliant HR Inc. Brilliant HR provides a first-class compensation management software that helps organizations streamline and automate salary planning. Our secure web-based platform transforms the complicated compensation planning process from laborious and inefficient to automated and error proof – for clients across various markets. In addition, through a premier partnership with Deltek, Brilliant HR also offers a comprehensive Talent Management Suite. The unified cloud-based platform is an intuitive solution to attract, hire, develop and retain the right talent within your organization.Founded in 1999 and still a privately held, women-owned company, Brilliant HR has locations in Florida, Texas, and Washington D.C. For more information, visit www.brillianthr.com
Brilliant HR and Brilliant Compensation are either registered trademarks or trademarks of Brilliant HR in the United States and/or other countries.
The issue at hand is essentially this…”we aren’t getting it done.” Who makes up this proverbial “we” and what aren’t we getting done? Well, “we” refers to HR and management / leadership, and we are not getting it done when it comes to employees’ needs relevant to development and performance management. Let me restate that. Maybe we are listening, but we are failing to act. I have seen so many credible sources post so much significant data on this topic. Notably, here are just a few statistics that underscore the issue:
A recent Gallup study indicates that only 21% of employees strongly agree their performance is managed in a way that motivates them to do outstanding work.
Gallup also indicates that only 15% of employees strongly agree the leadership of their organization makes them enthusiastic about the future.
A recent Mercer study indicates that 78% of employees would remain longer with their employer if they saw a career path with their current organization. (Ummm, If? Meaning they don’t see it? Yikes!)
In a Deltek study, we note problematically that 95% of terminations are voluntary. While we know some voluntary turnover can be positive, by and large, we aren’t getting it done. We are hemorrhaging good talent daily.
A joint HR.com/Deltek study informs us that succession & career development planning, employee engagement, retention, performance management and learning are five of the top six issues keeping HR up at night.
…So now that you are tired of the data, what are we going to do about this issue?
Many of the issues we face at work are no different than those in our personal lives. If we aren’t being attentive enough at home, we need to step up and do something about it. In fact, when we know about issues and fail to act, it is viewed even more unfavorably because it becomes an “I/we don’t care” issue rather than just something of which we may not be aware. How does that make people in our personal lives or in our workplaces feel?
One of the most overlooked aspects of employee development (and showing that we are attentive, we care and are paying attention to employees’ needs) starts right in the interview process. Too often, we are either rushing the process just to fill a seat, or are only asking questions that help us determine if someone is a good fit “now”. Many of us are taking time to ask thoughtful interviewing questions regarding things that could really enhance our ability to engage or retain employees. Unfortunately, although we are noting them in interview logs and notes, they are immediately forgotten and not put to use. If we are asking the right questions in the interview, candidates are giving us the answers to the test. What’s the test, you ask? It’s whether or not we can rise to the challenge of putting a great program/strategy in place that is tailored towards meeting the varying needs of our employees, and facilitating their continued growth and development.
If someone is communicating their needs to us in our personal lives, with thought and attention, we can discern what needs to be addressed. We can use communication and interpersonal connection principles that allow us to specifically address the needs. Now, with that said, we need to be honest. We do our best to meet needs; however, we cannot be who we are not, or we will burn significant energy, create resentment, and harm relationships. Let’s apply this to interviews and employment. These needs/desires given in answer format in interviews are hopefully what we can support from a cultural or management perspective in our organizations. We cannot feign these items in order to “fill a seat” or we will end up with turnover, resentment, and a poor reputation in the market. This poor reputation will cause less attraction to our workplace, and drive down engagement and retention.
Career aspirations, short and long-term career development, motivational factors, skill and competency gaps, preferred learning styles and management, as well as cultural desires are key needs that can be uncovered in interviews. Powerful, thoughtful questions on these topics can guide us in our decision making on whether a candidate is both a fit “now” and potentially long-term. As we push through these powerful questions, as noted earlier…we now have the answers to the test. We know who our candidates and new hires are, and what we need to do to successfully foster effective performance management and development processes.
As we onboard these new hires, we have critical pieces of information to assist us in driving effective onboarding development plans. You have valuable information regarding:
Skill and competency gaps for the initial role, and how the employee envisions bridging the gap quickly
Preferred learning style and how they best implement learning and knowledge gains
Preferred frequency, style and methods for receiving feedback
Understanding of what motivates them to succeed and what you can do to incentivize them
Cultural and environmental needs
Much of this same information can be used for long-term development plans for advancement, gap and growth development and ultimate role career-pathing. You know how your employees work best, in what culture, what you can do as a manager to facilitate their development, how they consume and best implement learning, how you can best coach/motivate them, etc. Employees today, by and large, are looking for their roles to be developmental. Gain, grow, move forward (not necessarily up, but onto new challenges). The ability for HR leadership to acknowledge this and have a strategy is critical, and you will find that powerful interviewing will be the key to initiating and igniting the entire process.
Recently, I heard a commercial from Indeed.com. The ad was aimed at candidates, not employers, and focused on the ways Indeed can help candidates find the best employer. Candidates now have more choices than ever before. A growing abundance of remote and freelance work in many professions means that geography is no longer a restriction and workers have more flexibility when choosing work.
The way we search for jobs has changed. Websites like Indeed.com, Salary.com, and Glassdoor.com all help candidates research the culture, salaries, benefits, and reputation of companies they are considering before filling out an application. Candidates (and often, your existing employees) are armed with more information and are using it to be selective.
In this new employment landscape, what can firms do to adapt to this changing employer-employee relationship? Start by assessing your existing Human Capital Management Strategy and begin thinking about how to integrate technology.
Here are three key places you can integrate technology to have a big impact on your firm’s talent:
Acquisition & Onboarding
When treated as a strategic function, talent acquisition can have a profound effect on your ability to influence company culture, establish an employer brand, and ultimately make your firm more attractive to prospective candidates.
Organizations typically just don’t have the bandwidth to achieve this without the support of an applicant tracking system (ATS). An ATS can free your organization from the repetitive, administrative tasks associated with recruiting, which can make it difficult to provide a top-notch applicant experience.
An applicant’s experience during the interview process can be the difference between a great candidate accepting your offer or going to the competition. But even after an offer letter is signed, much more needs to happen to reaffirm that choosing your company was a wise decision.
Onboarding is a critical first step in the employee lifecycle, but few organizations have a thorough strategy in place to integrate new hires into the company in a way that supports retention and engagement. When you create an onboarding strategy that includes your new hires’ needs and integrates collaborative planning for development, you’ll set your employees on a path toward long-term engagement and success within the company.
Post-Hire Professional Development
Talent acquisition is one of the most expensive business processes in any organization. It’s time to start talking about how to reduce acquisition costs by investing in post-hire human capital management initiatives that develop and retain existing employees.
Your employees want opportunities to develop and tend to stay with an organization longer when this investment is made. Unlike throwing additional funds at the acquisition process, spending on learning initiatives for your workforce is mutually beneficial for employers and employees. Increasing employee engagement is shown to have very positive effects on business performance. For example, according to recent Gallup research, the behaviors of highly engaged business units result in 21% greater profitability. It’s worth noting that not every resource problem in your organization is an acquisition problem. Sometimes the problem may be repetitively hiring for the same role or a failure to identify the next great leader. Most of the time, due to manual processes, businesses can struggle to predict future needs and end up scrambling.
According to multiple bodies of research, including Deltek’s own Clarity surveys, many organizations have a partial succession plan in place, but the majority are not prepared for expected or unexpected turnover. Whether the role is a leadership position or an important individual contributor, thorough succession plans are a must to help businesses weather the churn created by employee turnover.
It’s not enough for succession plans to live inside the brain of a single individual. By using the latest succession planning tools available through your talent management software, you can develop, maintain, and test succession plans to ensure that future leaders are ready to advance when you need them most.
Tracking Key Performance Indicators
Even less data-driven companies are beginning to track key performance indicators (KPIs) related to talent management–but the problem is that many are not tracking the right metrics.
Some metrics, like voluntary and involuntary turnover rates, are really just numbers. They fail to provide companies with the information needed to craft, implement and measure a more effective human capital management strategy.
Using a talent management solution to track metrics like Time to Start, Lead Time to Billable, and Talent Acquisition Sourcing Channel, your company will generate more sophisticated and actionable insights. Here is a closer look:
Time to Start: the amount of time it takes to bring a new hire on board from the moment the position is first publicized. This KPI determines the overall success of your acquisition strategy.
Lead Time to Billable: use this metric to assess the efficiency and effectiveness of the onboarding process. The more quickly a new hire is assigned to billable project work, the sooner that employee is contributing to revenue.
Talent Acquisition Sourcing Channel: how effective are the job boards and social media sites on which you advertised open positions? By monitoring this metric, you will be able to determine which sources are the most effective for specific job categories and for your organization more generally.
Using technology to help you track, benchmark, and eventually predict metrics will help HR professionals to position human capital management as a strategic cornerstone for their organization.
For most organizations, a lack of integrated technology bogs down HR with administrative work and limits time for value-added activities such as strategic talent acquisition, retention and development. It prevents HR from being seen as a key contributor to strategic planning by limiting the analytics and insights they can provide at the executive level.
HR needs to partner with other functions within the organization, such as IT and Finance, to develop and then implement an HR technology roadmap. Human capital management solutions are the most powerful when they are integrated with the existing enterprise resource planning (ERP) solutions used by your organization. All of the above challenges can be addressed and improved by the effective use of digital human capital management solutions.