tag:blogger.com,1999:blog-17468904378412376472024-03-12T20:41:38.180-07:00Étienne Laliberté .caOn management, leadership and organizational lifeEtienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comBlogger7125tag:blogger.com,1999:blog-1746890437841237647.post-29103610975597381442020-05-30T21:23:00.001-07:002020-05-30T21:23:47.549-07:00The Thinking Behind HR Innovation in the Public Service: Five Lessons from HR Innovators<div>The presentation I recently delivered on "<b>The Thinking Behind HR Innovation in the Public Service: Five Lessons from HR Innovator</b>s" is now available in both official languages:</div><div><ul style="text-align: left;"><li><a href="https://www.youtube.com/watch?v=jWOOdK-FiDk" target="_blank">English</a> </li><li><a href="https://www.youtube.com/watch?v=SL1NtHoZnF8" target="_blank">French</a> </li></ul></div><div>In a nutshell, the five lessons are:</div><div><ol style="text-align: left;"><li>Don’t jump to solutions; start with a problem</li><li>Define the problem in specific terms</li><li>Use constraints to your creative advantage</li><li>Develop solutions for credibility</li><li>Scale strategically</li></ol></div><div><br /></div>Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comtag:blogger.com,1999:blog-1746890437841237647.post-7250843298604177592020-05-24T19:03:00.000-07:002020-05-24T19:03:25.465-07:00Predictive Hiring: How to Get Started?<p class="MsoNormal"><font size="2">I delivered a pair of virtual
learning events on May 20<sup>th</sup>-21<sup>st</sup> 2020 during the Canadian
Innovation Week, which attracted 177 participants (67 for the French session
and 110 for the English session):</font></p><p class="MsoNormal"></p><ul style="text-align: left;"><li><font size="2"><span style="text-indent: -18pt;">Recording of the May 20</span><sup style="text-indent: -18pt;">th</sup><span style="text-indent: -18pt;"> 2020 event
in French:</span></font></li><ul><li><font size="2"><a href="https://gccollab.ca/file/download/4897125" style="text-indent: -18pt;">Audio</a><span style="text-indent: -18pt;"> (accessible by joining </span><a href="https://gccollab.ca/groups/profile/1212707" style="text-indent: -18pt;">this GCcollab group</a><span style="text-indent: -18pt;">)</span></font></li><li><a href="https://www.youtube.com/watch?v=MAO0OAyiBlc" style="text-indent: -18pt;"><font size="2">Video</font></a></li></ul><li><font size="2"><span><o:p> </o:p></span><span style="text-indent: -18pt;">Recording of the May 21</span><sup style="text-indent: -18pt;">st</sup><span style="text-indent: -18pt;"> 2020 event in
English:</span></font></li><ul><li><font size="2"><a href="https://gccollab.ca/file/download/4917280" style="text-indent: -18pt;">Audio</a><span style="text-indent: -18pt;"> (accessible by joining </span><a href="https://gccollab.ca/groups/profile/1212707" style="text-indent: -18pt;">this GCcollab group</a><span style="text-indent: -18pt;">)</span></font></li><li><a href="https://www.youtube.com/watch?v=tdea7MnmEVI" style="text-indent: -18pt;"><font size="2">Video</font></a></li></ul></ul><p></p>
<p class="MsoNoSpacing" style="margin-left: 162pt; text-align: left; text-indent: -18pt;"><font size="2"><span></span></font></p>
<p class="MsoNoSpacing"><font size="2">What follows is
adapted from <a href="https://gccollab.ca/groups/profile/1212707">a series of blog posts</a>
that complemented both virtual events.</font></p><p class="MsoNoSpacing"><font size="6"><span style="text-indent: -18pt;">1.<span style="font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><span style="text-indent: -18pt;">The
Project’s Backstory</span></font></p>
<p class="MsoNoSpacing"><font size="2"><i></i></font></p><blockquote><font size="2"><i>“Hiring involves
making a public commitment to a strategic business goal. Hiring requires that
you determine what actually drives business impact. Hiring requires that you
determine the profile of the person best qualified to do the work. Hiring
requires that you accurately assess skills.”</i> (<a href="https://www.hrexaminer.com/ducking-risk-and-shifting-blame-in-hiring/">Bob
Corlett</a>)</font></blockquote><p></p>
<h2><a name="_Toc41245334"><font size="4" style="font-weight: normal;">What is Predictive Hiring?</font></a></h2>
<p class="MsoNoSpacing"><font size="2">Staffing and recruitment are too often disconnected from
talent and performance management:</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="text-indent: -18pt;"><font size="2">We don't know what the highest performing
employees have in common;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">This prevents us from identifying the
qualifications that lead to superior performance;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">Since we do not know what those qualifications
are, there is no way to tell if our selection tools and methods are effective
and accurate predictors of performance.</font></span></li></ul><p></p>
<p class="MsoNoSpacing"><font size="2">Predictive hiring is meant to inform and improve
personnel decisions by transforming data into insights, more specifically by
identifying:</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="text-indent: -18pt;"><font size="2">The qualifications that correlate with and/or
lead to superior job performance;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">The assessment methods and tools that are the
best predictors of performance.</font></span></li></ul><p></p>
<p class="MsoNoSpacing"><font size="2">The expected
benefits of predictive hiring are to:</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="text-indent: -18pt;"><font size="2">Replace guesswork and gut feelings in staffing
and talent development with evidence-based decision-making;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">Increase efficiency in staffing by focusing on
the qualifications that actually matter for performance and the candidates who
are most likely to succeed in the role;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">Increase relevance and impact of learning
interventions, by targeting capabilities and attributes that can meaningfully
enhance performance;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">Improve organizational performance and client
satisfaction;</font></span></li><li><span style="text-indent: -18pt;"><font size="2">Link HR data to business outcomes.</font></span></li></ul><p></p>
<h2><a name="_Toc41245335"><font size="4" style="font-weight: normal;">Project documents</font></a></h2>
<p class="MsoNoSpacing"><font size="2">Relevant project background documents include:</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><a href="https://www.toddlyons.ca/2020/05/predictive-hiring-embauche-predictive.html" style="text-indent: -18pt;"><font size="2"><i>Innovate on Demand</i> Podcast, Episode 11</font></a></li><li><i style="text-indent: -18pt;"><span lang="FR-CA"><a href="https://www.youtube.com/watch?v=OO9RgKyGB2c" style="text-indent: -18pt;"><font size="2">Proof-of-concept</font></a></span></i></li></ul><a name="_Toc41245336" style="text-indent: -18pt;"><font size="6">2.<span style="font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span>Crash
Course in Predictive Hiring</font></a><br />
<p class="MsoNoSpacing"><font size="2"><i></i></font></p><blockquote><font size="2"><i>“This is the Curse
of Knowledge. Once we know something, we find it hard to imagine what it was
like not to know it. Our knowledge has “cursed” us. And it becomes difficult
for us to share our knowledge with others, because we can’t readily re-create
our listeners’ state of mind.” (</i>Chip and Dan Heath, “<a href="https://heathbrothers.com/books/made-to-stick/">Made to Stick</a>”)</font></blockquote><p></p>
<h2><a name="_Toc41245337"><font size="4" style="font-weight: normal;">Create Your Own Learning Program</font></a></h2>
<p class="MsoNoSpacing"><font size="2">Predictive hiring is completely new to you? Don’t worry!
I have curated what I think are the top 1% of resources on the topic so that
you can learn in two days what would otherwise take months. Just pick and
choose based on your time availability and preferred media.</font></p>
<h2><font size="4" style="font-weight: normal;"><a name="_Toc41245338"></a><a name="_Toc40023009"><span>If You Only Have Half-an-Hour : Challenge Your Assumptions about
Hiring</span></a></font></h2>
<h3><a name="_Toc41245339"><font size="2" style="font-weight: normal;"><u>Podcasts</u></font></a></h3><h3><ul style="text-align: left;"><li><font size="2" style="font-weight: normal;"><a href="https://www.ted.com/talks/worklife_with_adam_grant_reinventing_the_job_interview" style="text-indent: -18pt;">Reinventing the job interview</a><span style="text-indent: -18pt;">
(36 minutes)</span></font></li></ul></h3>
<h2><font size="4" style="font-weight: normal;"><span><a name="_Toc41245340">If You Have Half-a-Day:
</a></span><span>Discover the Art of the Possible
(or What Google Already Knows!)</span></font></h2>
<p class="MsoNoSpacing"><font size="2">Total required time: 3.5 hours approximately</font></p>
<h3><font size="2" style="font-weight: normal;"><u><a name="_Toc41245341"></a><a name="_Toc40023011">Book Chapter</a>s</u></font></h3><h3><ul style="text-align: left;"><li><font size="2" style="font-weight: normal;"><a href="https://www.workrules.net/" style="text-indent: -18pt;">Work Rules!
Insights from Inside Google That Will Transform Live and Lead</a><span style="text-indent: -18pt;">: “</span><span style="text-indent: -18pt;">Chapter 5: Don’t Trust Your Gut” and “Chapter
7: Why Everyone Hates Performance Management, and What We Decided to Do About
It” </span><span style="text-indent: -18pt;">(60 minutes)</span></font></li></ul></h3>
<h3><font size="2" style="font-weight: normal;"><u><a name="_Toc41245342"></a><a name="_Toc40023012"><span>Online Guides</span></a></u></font></h3><h3><ul style="text-align: left;"><li><font size="2" style="font-weight: normal;"><a href="https://rework.withgoogle.com/blog/Google-uses-data-structure-and-science-to-hire/" style="text-indent: -18pt;">How
Google uses data, structure, and science to hire</a><span style="text-indent: -18pt;"> (10 minutes)</span></font></li><li><font size="2" style="font-weight: normal;"><a href="file:///C:\Users\Étienne%20Laliberté\Documents\Work\0.3%20Past%20Projects\CSPS%20Predictive%20Talent%20Analytics\Partnership%20Search\%22:%20https:\rework.withgoogle.com\blog\Google-hiring-is-the-most-important-thing-you-do\" style="text-indent: -18pt;">Google
explains why "Hiring is the Most Important Thing You Do</a><span style="text-indent: -18pt;"> (10 minutes)</span></font></li></ul></h3>
<h3><font size="2" style="font-weight: normal;"><u><a name="_Toc41245343"></a><a name="_Toc40023013"><span>Videos</span></a></u></font></h3><h3><ul style="text-align: left;"><li><font size="2" style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=les1Rit15_0" style="text-indent: -18pt;">Data, Structure, and Science
in Hiring at Google</a><span style="text-indent: -18pt;"> (40 minutes):</span></font></li><li><font size="2" style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=KA-uZIDIuk4" style="text-indent: -18pt;">Google explains why
"Hiring is the Most Important Thing You Do"</a><span style="text-indent: -18pt;"> (40 minutes)</span></font></li></ul></h3>
<h3><font size="2"><u style="font-weight: normal;"><a name="_Toc41245344"></a><a name="_Toc40023014"><span>Podcasts</span></a></u></font></h3><h3><ul style="text-align: left;"><li><font size="2" style="font-weight: normal;"><a href="https://play.google.com/music/m/D23gaob23oiav3miknmiykk5nrq?t=12_-_How_Google_Hires-Google_Partners" style="text-indent: -18pt;">How
Google hires</a><span style="text-indent: -18pt;"> (also available on </span><a href="http://www.stitcher.com/podcast/google-partners-podcast?refid=stpr" style="text-indent: -18pt;">Stitcher</a><span style="text-indent: -18pt;">
or </span><a href="https://itunes.apple.com/podcast/google-partners/id1206160575?mt=2" style="text-indent: -18pt;">itunes</a><span style="text-indent: -18pt;">)
(30 minutes)</span></font></li></ul></h3>
<h2><font size="4" style="font-weight: normal;"><a name="_Toc41245345"></a><a name="_Toc40023015"><span>If You Have One Day: </span></a><span>Replace
Guesswork and Gut Feelings with Science and Empirical Evidence</span></font></h2>
<p class="MsoNoSpacing"><font size="2">Total required time: Up to 7.5 hours</font></p>
<h3><font size="2" style="font-weight: normal;"><u><a name="_Toc41245346"></a><a name="_Toc40023017"><span>Research Paper</span></a><span>s</span></u></font></h3><h3><ul style="text-align: left;"><li><span style="font-weight: normal;"><a href="https://gccollab.ca/file/download/2258174" style="font-size: small; text-indent: -18pt;">Skills of the Future for a
High-Performing Workforce: Evidence from Research</a><span style="font-size: small; text-indent: -18pt;"> (4 hours) or </span><a href="https://gccollab.ca/blog/view/1605889" style="font-size: small; text-indent: -18pt;">summary</a><span style="font-size: small; text-indent: -18pt;"> (30 minutes)</span></span></li></ul></h3>
<h3><a name="_Toc41245347"><font size="2" style="font-weight: normal;"><u>Academic Articles</u></font></a></h3><h3><ul style="text-align: left;"><li><span style="font-weight: normal;"><a href="https://www.researchgate.net/publication/283803351_The_Validity_and_Utility_of_Selection_Methods_in_Personnel_Psychology_Practical_and_Theoretical_Implications_of_85_Years_of_Research_Findings/link/570bc3ee08ae2eb94223adb8/download" style="font-size: small; text-indent: -18pt;">The
validity and utility of selection methods in personnel psychology: Practical
and theoretical implications of 85 years of research findings</a><span style="font-size: small; text-indent: -18pt;"> (90 minutes)
or </span><a href="https://nfppeople.com.au/2015/07/the-3-best-predictors-of-staff-performance/" style="font-size: small; text-indent: -18pt;">here
for the quick summary</a></span></li><li><span style="font-weight: normal;"><a href="https://testingtalent.com/wp-content/uploads/2017/04/2016-100-Yrs-Working-Paper-on-Selection-Methods-Schmit-Mar-17.pdf" style="font-size: small; text-indent: -18pt;">The
Validity and Utility of Selection Methods in Personnel Psychology: Practical
and Theoretical Implications of 100 Years</a><span style="font-size: small; text-indent: -18pt;"> (2 hours) or </span><a href="https://medium.com/org-hacking/want-to-improve-recruiting-start-by-learning-from-100-years-of-research-schmidt-a1daa29efcfb" style="font-size: small; text-indent: -18pt;">here
for the main takeaways</a><span style="font-size: small; text-indent: -18pt;"> or even a </span><a href="https://miro.medium.com/max/1400/1*0I5Qzc_1Ah5JmZDVj7aOaA.png" style="font-size: small; text-indent: -18pt;">quick
visual</a></span></li></ul></h3>
<h2><font size="4" style="font-weight: normal;"><a name="_Toc41245348"></a><a name="_Toc40023019"><span>If You Have Two Days: Broaden Your </span></a><span>Horizons</span></font></h2>
<h3><font size="2" style="font-weight: normal;"><u><a name="_Toc41245349"></a><a name="_Toc40023020"><span>Videos</span></a></u></font></h3>
<p class="MsoNoSpacing"><font size="2">Total Watch time: 7.5 hours</font></p>
<h3><a name="_Toc41245350"><font size="2" style="font-weight: normal;">For a short introduction to HR Analytics:</font></a></h3><h3><ul style="text-align: left;"><li><a href="https://www.youtube.com/watch?v=DFj9VGqSGak" style="font-size: small; font-weight: normal; text-indent: -18pt;">5-Step Data Analytics
Framework (first 14 minutes of video)</a></li><li><a href="https://www.youtube.com/watch?v=btxMlgIQWpo" style="font-size: small; font-weight: normal; text-indent: -18pt;">An Introduction to Workforce
Analytics (50 minutes)</a></li></ul></h3>
<h3><a name="_Toc41245351"><font size="2" style="font-weight: normal;">For examples of predictive analytics applied to
hiring and performance:</font></a></h3><h3><ul style="text-align: left;"><li><span style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=if6FgEHuIFM" style="font-size: small; text-indent: -18pt;">How Predictive Analytics Can
Improve Your Recruiting Outcomes</a><span style="font-size: small; text-indent: -18pt;"> (60 minutes)</span></span></li><li><span style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=X8ghNDgTatU" style="font-size: small; text-indent: -18pt;">End Bad Hires Using
Predictive Analytics</a><span style="font-size: small; text-indent: -18pt;"> (40 minutes)</span></span></li><li><span style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=uU_tbvcOeo0" style="font-size: small; text-indent: -18pt;">Webinar So Many Applicants,
So Few Signals</a><span style="font-size: small; text-indent: -18pt;"> (60 minutes)</span></span></li><li><span style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=SuzFSWo6YTE" style="font-size: small; text-indent: -18pt;">Predictive Hiring: How A.I.
Helps Recruiters</a><span style="font-size: small; text-indent: -18pt;"> (35 minutes)</span></span></li></ul></h3>
<h3><a name="_Toc41245352"><font size="2" style="font-weight: normal;">Most insightful takeaways on predictive hiring and
data in the PS:</font></a></h3><h3><ul style="text-align: left;"><li><span style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=_Dnl_SHSxAE" style="font-size: small; text-indent: -18pt;">Using recruitment and talent
analytics to transform performance</a><span style="font-size: small; text-indent: -18pt;"> (60 minutes):</span></span></li><li><span style="font-weight: normal;"><a href="https://www.youtube.com/watch?v=oPWySM1cp_E" style="font-size: small; text-indent: -18pt;">Understanding Data in a
Digital Age: What Public Servants Need to Know</a><span style="font-size: small; text-indent: -18pt;"> (2 hours) (Some of my
favourite interventions can be found at 34:00, 48:00, 51:30, 56:00, 1:06:30)</span></span></li></ul></h3>
<h2><a name="_Toc41245353"><font size="4" style="font-weight: normal;">And Just for Fun: Moneyball</font></a></h2>
<p class="MsoNoSpacing"><font size="2">Most relevant scenes from the movie <a href="https://en.wikipedia.org/wiki/Moneyball_(film)">Moneyball</a> (10
minutes):</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><a href="https://www.youtube.com/watch?v=8DDMHwqIn3s" style="font-size: small; text-indent: -18pt;">Misjudged players and
mismanaged teams</a></li><li><a href="https://www.youtube.com/watch?v=Tzin1DgexlE" style="font-size: small; text-indent: -18pt;">People are overlooked for a
variety of biased reasons</a></li><li><span lang="FR-CA" style="font-size: small; text-indent: -18pt;"><a href="https://www.youtube.com/watch?v=PlKDQqKh03Y" style="font-size: small; text-indent: -18pt;">Science vs. opinions</a></span></li></ul><a name="_Toc41245354" style="text-indent: -18pt;"><font size="6">3.<span style="font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span>Crawl
Before You Walk</font></a><p></p>
<p class="MsoNoSpacing"><font size="2"><i></i></font></p><blockquote><font size="2"><i>“People use data
sub-optimally. When they have the opportunity to collect new data, they don't.
And when they do get new data, they don't use it in a consistent way or an
optimal way.”(</i><a href="http://www.sfu.ca/~lubap/Site/Luba_Petersen.html">Luba
Petersen</a>, on <a href="https://www.youtube.com/watch?v=oPWySM1cp_E">What is
data blindness?</a>)</font></blockquote><i><o:p></o:p></i><p></p>
<h2><a name="_Toc41245355"><font size="4" style="font-weight: normal;">Choose the Approach That Makes the Most Sense for
You</font></a></h2>
<p class="MsoNoSpacing"><font size="2">In light of what we learned through our research and the
resources highlighted above, we determine we had three basic options to
experiment with predictive hiring in order to solve the problems we identified
at the <a href="https://gccollab.ca/blog/view/4828855/">outset of the project</a>:</font></p><p class="MsoNoSpacing" style="text-indent: 0px;"><span style="font-size: small; text-indent: -18pt;">a) </span><span style="font-size: small; text-indent: -18pt;">Start from scratch and take a <i>forward only</i> approach</span><span style="font-size: small; text-indent: -18pt;">. While it
would allow designing the experiments from an end to end for the best results,
this approach would also require:</span></p><p class="MsoNoSpacing" style="text-indent: 0px;"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">A substantial investment of time and money
upfront;</span></li><li><span style="font-size: small; text-indent: -18pt;">A high volume of recruitment or hiring
anticipated in the near future;</span></li><li><span style="font-size: small; text-indent: -18pt;">A significant amount of time elapsing before
yielding results (likely more than a year…).</span></li></ul><span style="text-indent: -18pt;"><p class="MsoNoSpacing" style="font-size: small; text-indent: 0px;"><span style="font-weight: bold; text-indent: -18pt;">b) Test with your current workforce the selection
tools you plan on using for recruitment</span><span style="text-indent: -18pt;">. This approach would have the
benefit of benchmarking the selections tools against the actual performance of
employees before running an experiment such as the one described in the
previous option. The downsides of this approach are that it likely represents:</span></p><p class="MsoNoSpacing" style="text-align: left; text-indent: 0px;"></p><ul style="text-align: left;"><li><span style="text-indent: -18pt;"><p class="MsoNoSpacing" style="text-align: left; text-indent: 0px;"><span style="font-size: small; text-indent: -18pt;">A very significant investment of money to
administer the selection tools you want to pilot;</span></p></span></li><li><span style="text-indent: -18pt;"><p class="MsoNoSpacing" style="text-align: left; text-indent: 0px;"><span style="font-size: small; text-indent: -18pt;">A considerable investment of time to administer
the selection tools to current employees for benchmarking purposes;</span></p></span></li><li><span style="text-indent: -18pt;"><p class="MsoNoSpacing" style="text-align: left; text-indent: 0px;"><span style="font-size: small; text-indent: -18pt;">The disruption of operations due to the
employees having to take time away from their normal work to subject themselves
to the selection tools for the experiment.</span></p></span></li></ul><span style="font-size: small; text-indent: -18pt;">c) Examine the historical data in your
possession</span><span style="font-size: small; text-indent: -18pt;"> to draw the link between the qualifications and selection tools
that have been used in the past, and the performance of the people who were
hired once they are in the job. While this approach may require an initial
investment of time and effort to collect scattered or fragmented sets of data (of
unknown quality), it comes at a fraction of the cost of the alternative
options, doesn’t require developing or purchasing any selection tools, only
creates minimal disruption for operations (if any at all) and the data to
analyze may in some cases be gathered in a matter of days or weeks, as opposed
to months or years. Most importantly, this pre-experimental design approach
allows building a foundation of knowledge </span><i style="font-size: small; text-indent: -18pt;">before</i><span style="font-size: small; text-indent: -18pt;">
crafting any sort of experiment, and may even inform future hiring and
recruitment processes based on the empirical evidence.</span><p></p></span><p></p>
<p class="MsoNoSpacing"><span style="font-size: small;">We recommend starting predictive hiring with Option C, as
it is the least expensive, the fastest to yield findings, and the one
presenting the lowest risk in case of inclusive results or failure. Moreover,
if you discover in the process that the data you currently have is of poor
quality, you will now understand its limitations and have useful information to
correct the situation moving forward and make the necessary changes that will
allow you to start collecting better data for future use.</span></p>
<h2><a name="_Toc41245356"><font size="4" style="font-weight: normal;">Identify the Biggest (or Most Painful) Problem(s)
You Can Solve for the Business</font></a></h2>
<p class="MsoNoSpacing"><font size="2">A simple way to tackle this is to look at the composition
and distribution of your workforce by jobs (or groups and classifications), and
ask yourself questions such as “<i>Which
jobs represent</i>…</font></p>
<p class="MsoNoSpacing"><i><font size="2">…the largest size
in our workforce?<o:p></o:p></font></i></p>
<p class="MsoNoSpacing"><i><font size="2">…the biggest volume
of hiring - internal and external?<o:p></o:p></font></i></p>
<p class="MsoNoSpacing"><i><font size="2">…the highest
turnover (volume or rate)?<o:p></o:p></font></i></p>
<p class="MsoNoSpacing"><i><font size="2">…the most important
feeder group(s) for other jobs?<o:p></o:p></font></i></p>
<p class="MsoNoSpacing"><i><font size="2">…the most
significant amount of time and/or dollars spent on staffing<o:p></o:p></font></i></p>
<p class="MsoNoSpacing"><span style="font-size: small;"><br /></span></p><p class="MsoNoSpacing"><span style="font-size: small;">Other elements you may want to consider:</span></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">For which jobs are hiring managers most
dissatisfied with the quality of hire?</span></li><li><span style="font-size: small; text-indent: -18pt;">Which jobs deliver on key business outcomes or
provide service to Canadians?</span></li><li><span style="font-size: small; text-indent: -18pt;">Which jobs would most urgently benefit from
improvements in how they are performed (for instance, as measured through client
satisfaction)?</span></li></ul><p></p>
<p class="MsoNoSpacing"><span style="font-size: small;">The more widespread and acute problem for the business,
the better the chances of building a strong case to collecting and study the
data that would inform predictive hiring.</span></p>
<p class="MsoNormal"><font size="2">Once you have narrowed down your options to a few jobs, you
can refine your questions, for instance:</font></p><p class="MsoNormal"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">If we want to improve time-to-staff by reducing
the number of qualifications we put on job posters, which are the few
qualifications we should keep (because evidence shows they are correlated with
superior job performance)?</span></li><li><span style="font-size: small; text-indent: -18pt;">If in order to meet the demands of virtual
recruitment (such as in post-Covid-19 world...) we had to adapt all the
selection tools we currently administer in paper form and in-person, which
one(s) should we prioritize first (because we know these selection tools are
the best predictors of job performance)?</span></li><li><span style="font-size: small; text-indent: -18pt;">Which competencies and skills have the most
impact on client satisfaction?</span></li><li><span style="font-size: small; text-indent: -18pt;">Etc.</span></li></ul><p></p>
<p class="MsoNormal"><font size="2">Knowing which questions you want to answer will help you
determine which data to go hunting for and what to do with the data once you
have collected it.</font></p>
<h2><a name="_Toc41245357"><font size="4" style="font-weight: normal;">Start with the End in Mind: Performance Data</font></a></h2>
<p class="MsoNoSpacing"><font size="2">Consider the data that could be gathered and linked to
individuals through a unique identifier:</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">Task-related performance vs. contextual
performance (i.e. ability to successfully interact with others): Task-related
performance data is probably more objective, more reliable, and often easier to
quantify – all good reasons to start there. Examples could be the volume of
calls of a call center agent, or the satisfaction rate of the clients they have
assisted.</span></li><li><span style="font-size: small; text-indent: -18pt;">Quantity and quality information: Which metrics
are available? For example, the productivity of translators can be measured in
the number of words they translate per minute, while the quality of translation
is evaluated by their team leaders against criteria such as accuracy,
readability, adaptation, correction, presentation, etc. Both can be considered.</span></li><li><span style="font-size: small; text-indent: -18pt;">Calibrated vs. non-calibrated performance
evaluations: Are there any standards applied by all supervisors when they
review the performance of their direct reports to ensure the performance
appraisals are done in a consistent manner across the organization? When
idiosyncrasies in ratings are minimized or eliminated, the resulting data is
better. For this reason, calibrated performance evaluations can be considered.</span></li><li><span style="font-size: small; text-indent: -18pt;">Snapshot data vs. longitudinal performance data:
career development and apprenticeship program can be an interesting source of
data, as several data points can be collected over time (sometimes years).</span></li></ul><p></p>
<h2><a name="_Toc41245358"><font size="4" style="font-weight: normal;">Assessment and Selection Data</font></a></h2>
<p class="MsoNoSpacing"><font size="2">For the purpose of predictive hiring, you’ll need
quantifiable data; “pass/fail” ratings won’t be sufficient because you need
range in the data to measure correlations. Here are some examples of data that
would lend itself well to predictive analysis, as long as you can link it to
individuals through a unique identifier:</font></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">Test scores</span></li><li><span style="font-size: small; text-indent: -18pt;">Ratings based on well-defined rubrics, for
instance with specific behavioral indicators</span></li><li><span style="font-size: small; text-indent: -18pt;">Individual assessment ratings coming from
multiple assessors</span></li><li><span style="font-size: small; text-indent: -18pt;">Rankings</span></li></ul><p></p>
<h2><a name="_Toc41245359"><font size="4" style="font-weight: normal;">When a Small Step Is a Giant Leap</font></a></h2>
<p class="MsoNormal"><font size="2">While predictive hiring is something relatively new, we
should not feel intimidated at the idea of experimenting with it because:</font></p><p class="MsoNormal"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">You don’t need that much data;</span></li><li><span style="font-size: small; text-indent: -18pt;">You don’t need perfect data either;</span></li><li><span style="font-size: small; text-indent: -18pt;">You don’t need the data for all the qualifications
you find on job posters; just start with the data that meet the criteria listed
in this blog post.</span></li></ul><p></p>
<p class="MsoNormal"><font size="2">If you want to find out what the data you have access to can
do for you, the first thing to do is to gather it.</font></p><p class="MsoNormal"><a name="_Toc41245360" style="text-indent: -18pt;"><font size="6">4.<span style="font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span>Wins,
Challenges and Lessons Learned</font></a></p>
<p class="MsoNormal"><font size="2"><i></i></font></p><blockquote><font size="2"><i>"Sometimes we
look at digital transformation and data maturity from a purely technical
perspective; we don't look at it from the organizational change management
component."</i> (<a href="https://www.csps-efpc.gc.ca/events/digital_age-ps/index-eng.aspx">Ian
Stewart</a>) </font></blockquote><p></p>
<p class="MsoNoSpacing"><font size="2">I initially started working on predictive hiring thinking
it would be a <a href="https://www.toddlyons.ca/2020/05/predictive-hiring-embauche-predictive.html">cutting-edge
innovation project</a> leveraging advanced people analytics. I’m now inclined
to think that this was instead a change management initiative. </font></p>
<h2><a name="_Toc41245361"><font size="4" style="font-weight: normal;">Early Wins</font></a></h2>
<p class="MsoNoSpacing"><font size="2">After just a few months of researching the topic, I
already had developed a <a href="https://www.youtube.com/watch?v=OO9RgKyGB2c">proof-of-concept</a>
based on a real data set that we could show around. The data visualizations
were effective to show what a product may look like. </font></p>
<p class="MsoNoSpacing"><span style="font-size: small;">It was still too </span><i style="font-size: small;">conceptual</i><span style="font-size: small;">
to get us immediate access to more substantial data sets, but promising enough
to be selected for the second cohort of </span><a href="http://www.gcpedia.gc.ca/wiki/Experimentation/ew2" style="font-size: small;">Experimentation Works</a><span style="font-size: small;">.
This meant that the project would receive support for running rigorous
experiments in the form of expert advice, central agency guidance, and ongoing
training and learning events, throughout 2020.</span></p>
<p class="MsoNoSpacing"><span style="font-size: small;">This in turn was enough to convince a few strategic
partners to endorse the project and play a role in its governance. By this
point the project was </span><a href="https://gccollab.ca/file/download/3911866" style="font-size: small;">being
designed for <i>credibility</i></a><span style="font-size: small;">.</span></p>
<p class="MsoNoSpacing"><span style="font-size: small;">Furthermore, despite my desire to co-design the project
with partners and adopt an agile method to project management – which I thought
would be best suited for an experimentation project such as this one – I
realized that none of these suggestions sufficiently eased the uncertainty that
accompanied a project located at the intersection of data analytics,
innovation, and human resources management.</span></p>
<h2><a name="_Toc41245362"><font size="4" style="font-weight: normal;">Challenges</font></a></h2>
<p class="MsoNormal"><font size="2">In light of conversations I had with colleagues who have
much more experience than I with data projects, here are some obstacles you
should expect in proceeding with the implementation of predictive hiring:</font></p><blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px; text-align: left;"><p class="MsoNormal" style="text-indent: 0px;"><font size="2"><span style="text-indent: -18pt;">1. The
challenge of overcoming basic (and often false) assumptions about the data or
its collection (i.e. thinking that what we’re currently doing works fine),
combined with a </span><i style="text-indent: -18pt;">status quo bias</i><span style="text-indent: -18pt;"> where
change is perceived as a loss.</span></font></p><p class="MsoNormal" style="text-indent: 0px;"><span style="text-indent: -18pt;"><font size="2">2. The
multifaceted challenge of “data blindness”:</font></span></p></blockquote><p class="MsoNormal" style="text-align: left;"></p><ul style="text-align: left;"><ul><li><span style="font-size: small; text-indent: -18pt;">Failure and missed opportunities to collect data</span></li><li><span style="font-size: small; text-indent: -18pt;">Inconsistent collection of data</span></li><li><span style="font-size: small; text-indent: -18pt;">Missed opportunities to use the data we collect</span></li><li><span style="font-size: small; text-indent: -18pt;">Failure to act on data we have</span></li><li><span style="font-size: small; text-indent: -18pt;">Failure to realize that the lack of data or poor
quality data is a valuable insight in itself</span></li></ul></ul><p></p><blockquote style="border: none; margin: 0px 0px 0px 40px; padding: 0px; text-align: left;"><p class="MsoNormal"><font size="2">3. The
challenge of creating something that will first add some work to the plate of
people before it can take any away.</font></p><p class="MsoNormal"><span style="text-indent: -18pt;"><font size="2">4. The
challenge of doing something that has not yet demonstrated its value to the
business.</font></span></p><p class="MsoNormal"><span style="text-indent: -18pt;"><font size="2">5. The
challenge of sustaining momentum through a storm of other competing priorities and
urgencies the organization simply can’t ignore.</font></span></p></blockquote>
<h2><a name="_Toc41245363"><font size="4" style="font-weight: normal;">Lessons Learned</font></a></h2>
<p class="MsoNoSpacing"><font size="2">As I wrap up the initial phases of the project, I find
myself struggling with one basic question: <span><i>Who
owns the problems I’m trying to solve?</i></span></font></p>
<p class="MsoNoSpacing"><span style="font-size: small;">Consider my original problem statement:</span></p>
<p class="MsoNoSpacing"><i><font size="2">"Staffing and
recruitment are too often disconnected from talent and performance management:</font></i></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><i style="font-size: small; text-indent: -18pt;">We don't
know what the highest performing employees have in common;</i></li><li><i style="font-size: small; text-indent: -18pt;">This
prevents us from identifying the qualifications that lead to superior
performance;</i></li><li><i style="font-size: small; text-indent: -18pt;">Since we
do not know what those qualifications are, there is no way to tell if our
selection tools and methods are effective and accurate predictors of
performance.”</i></li></ul><p></p>
<p class="MsoNoSpacing"><o:p><font size="2"> </font></o:p><span style="font-size: small;">I wonder indeed:</span></p><p class="MsoNoSpacing"></p><ul style="text-align: left;"><li><span style="font-size: small; text-indent: -18pt;">Whose problem is it: the CEO, HR, hiring
managers, etc?</span></li><li><span style="font-size: small; text-indent: -18pt;">Who has the most to gain from solving the
problem?</span></li><li><span style="font-size: small; text-indent: -18pt;">Who has access to the data that could provide
insights on how to solve the problem?</span></li><li><span style="font-size: small; text-indent: -18pt;">Who is best positioned to make it happen?</span></li></ul><p></p>
<p class="MsoNoSpacing"><span style="font-size: small;">Once I gain clarity on the </span><i style="font-size: small;">who, </i><span style="font-size: small;">I should be able to get closer to the </span><i style="font-size: small;">why </i><span style="font-size: small;">and align the predictive hiring with a greater purpose, a
mission, a vision.</span></p><br />Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comtag:blogger.com,1999:blog-1746890437841237647.post-85587771717200178232019-06-17T18:34:00.000-07:002019-06-17T22:35:35.952-07:0010 Things I Have Learned from 10,000 Views on YouTube<div dir="ltr" style="text-align: left;" trbidi="on">
Today marks the 6-month anniversary of the video series I made on "<a href="https://www.youtube.com/playlist?list=PLnFA3fTNop11LFwFQxYx3UExti704zd1t" target="_blank">50 Ideas to Improve Staffing and Recruitment in the Public Service</a>". I have been tracking statistics since day one, and coincidentally, today is also the day the series made it past 10,000 views on YouTube!<br />
<br />
<b>What else can we learn from the data? Here are 10 things:</b><br />
<br />
1. More than a quarter of all the views happened in the first 2 days after release (!); half of all the views happened in the first 2 weeks; three-quarters in the first 6 weeks.<br />
<br />
2. Approximately 25% of the people I emailed about the video series (in majority public service HR professionals working in staffing and/or recruitment) clicked through and watched at least the introduction video in the first month of release.<br />
<br />
3. 35% of the viewers didn't go past the first video (see graph below).<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-vpenn9E9VIU/XQg-daKNh0I/AAAAAAAAEUc/290Vz7Exb6UQ_Ndeu_5-FYx7WD-k0cgFgCLcBGAs/s1600/Viewership%2BPer%2BVideo.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="671" data-original-width="919" height="465" src="https://1.bp.blogspot.com/-vpenn9E9VIU/XQg-daKNh0I/AAAAAAAAEUc/290Vz7Exb6UQ_Ndeu_5-FYx7WD-k0cgFgCLcBGAs/s640/Viewership%2BPer%2BVideo.png" width="640" /></a></div>
<br />
4. The next sharpest drops in views happened after watching the following videos:<br />
<br />
<ul style="text-align: left;">
<li><i>Candidates and Employees as Clients and Consumers</i></li>
<li><i>Be Respectful of Candidates</i></li>
<li><i>The People You Hire Are a Reflection of Your Assessment</i> </li>
</ul>
<br />
(I can't help but wonder if there's a commonality among those three videos that might explain the sharper drops. If you have have a theory, please offer it below!)<br />
<br />
5. While in general views declined with every succeeding video, three clips broke the trend and received more views than the vignette that preceded them:<br />
<br />
<ul style="text-align: left;">
<li><i>To Pool or Not to Pool? </i>(21% or 59 more views than predecessor) </li>
<li><i>Advertised vs. Non-advertised: Will It Matter?</i> (15% or 47 more views than predecessor) </li>
<li><i>Mindsets and Behaviours </i>(12% or 40 more views than predecessor)</li>
</ul>
<br />
(Here I have a bit of a theory on why these three videos broke the trend of declining views, but I am more curious to hear what yours might be, so please comment below...)<br />
<br />
6. The least watched video received 321 views, which suggests to me that this also reflects the number of viewers who watched the entire 20-video series (not accounting for group viewings, which I'm aware took place in some departments and agencies).<br />
<br />
7. Overall, the increase in viewership slows down with time (as seen in the graph below), with one notable exception coinciding with the <a href="http://www.youtube.com/watch?v=Xu5x4gy7LDo" target="_blank">NCR Innovation Fair</a> on May 22, 2019.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-un9FLeaynNo/XQg-rDtsBMI/AAAAAAAAEUg/chAcinUi75ksna9IMD3bUcfp3xsCHQiVwCLcBGAs/s1600/Viewership%2BOver%2BFirst%2B6%2BMonths.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="669" data-original-width="918" height="466" src="https://1.bp.blogspot.com/-un9FLeaynNo/XQg-rDtsBMI/AAAAAAAAEUg/chAcinUi75ksna9IMD3bUcfp3xsCHQiVwCLcBGAs/s640/Viewership%2BOver%2BFirst%2B6%2BMonths.png" width="640" /></a></div>
<br />
8. The YouTube Studio analytics reveal that the following devices were used to watch the videos (percentage of watch time):<br />
<br />
<ul style="text-align: left;">
<li>Computer: 80.5% </li>
<li>Mobile phones: 16% </li>
<li>Tablets: 3% </li>
<li>TV: 0.6%</li>
</ul>
<br />
9. The YouTube Studio analytics further indicate the composition of the viewership (based on logged-in users):<br />
<br />
<ul style="text-align: left;">
<li>55.7% male / 44.3% female</li>
<li>79.8% aged 35-44 years old / 20.2% aged 25-34 years old</li>
</ul>
<br />
10. While I deactivated the comments feature on YouTube, several people have taken the time to email me and share their impressions. Here are some of the highlights:<br />
<br />
<ul style="text-align: left;">
<li><b>Most frequent comment</b>: appreciation for the tight format (i.e. densely packed 2-minute videos).</li>
<li><b>Most frequent comment from Senior HR Executives</b>: "<i>This was long overdue!</i>" (Seriously, I received this comment from more than one person!).</li>
<li><b>An early adopter and binge-watcher who made my day</b>: Shortly after 8pm, and less than 12 hours after publication of the videos on YouTube, I received an email from someone letting me know they were already half-way through the series. The viewer in question: <a href="https://twitter.com/patrick_borbey" target="_blank">Patrick Borbey</a>, the President of the Public Service Commission!</li>
<li><b>And perhaps my favourite comment</b>:</li>
</ul>
<blockquote class="tr_bq">
"Please pass my Kudos to your management that supported the initiative and supported you in taking the risk."</blockquote>
<br />
What other interpretation do you make of these findings? Please comment below.<br />
<br /></div>
Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comtag:blogger.com,1999:blog-1746890437841237647.post-79498171004308909412019-05-27T23:30:00.000-07:002019-07-29T14:19:55.767-07:00FedTalk: Changing organizational culture through mindsets and behaviours<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-VqzEHZC_GPc/XOzlPxbjEhI/AAAAAAAAETc/Lyqh0kdHXysFbKA_-RbFabcHckNbC7RmgCLcBGAs/s1600/FedTalk.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="412" data-original-width="716" height="230" src="https://1.bp.blogspot.com/-VqzEHZC_GPc/XOzlPxbjEhI/AAAAAAAAETc/Lyqh0kdHXysFbKA_-RbFabcHckNbC7RmgCLcBGAs/s400/FedTalk.jpg" width="400" /></a></div>
<br />
Last week I had the
privilege to deliver a FedTalk at the NCR Innovation Fair. The presentation
entitled “<i>Enough talk, time to launch the second act: Changing
organizational culture through mindsets and behaviours</i>” is <a href="https://www.youtube.com/watch?v=Xu5x4gy7LDo"><span style="color: #0563c1;">available on my YouTube channel</span></a>.<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="mso-fareast-language: EN-CA;">You can’t afford
32-minute watch but you would totally dedicate your full attention to a
2-minute read? Here’s the short version!</span><span style="color: black; font-family: "times new roman" , "serif"; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-language: EN-CA;"><o:p></o:p></span><br />
<span style="mso-fareast-language: EN-CA;"><br /></span>
<br />
<span style="mso-fareast-language: EN-CA;"><br /></span>
</div>
<div class="MsoNormal">
<b><span style="mso-fareast-language: EN-CA;"><span style="font-size: large;">What did I
posit in the talk?</span></span></b><span style="color: black; font-family: "times new roman" , "serif"; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-language: EN-CA;"><o:p></o:p></span></div>
<div class="MsoNormal">
</div>
<ul style="text-align: left;">
<li><i><span style="mso-fareast-language: EN-CA;">Bold idea #1:</span></i><span style="mso-fareast-language: EN-CA;"> The Public Service Employee
Survey (PSES) is not about employees; it's about leadership:
organizational leadership and good people management. Reframing the PSES as a
leadership development tool might help get buy-in into this idea.</span></li>
<li><i><span style="mso-fareast-language: EN-CA;">Bold idea #2:</span></i><span style="mso-fareast-language: EN-CA;"> Talent management is not something we
do, but rather the resulting product of what we do well with regards to people
management, when the whole becomes greater than the sum of its parts.</span></li>
</ul>
<br />
<div class="MsoNormal">
<b><span style="mso-fareast-language: EN-CA;"><span style="font-size: large;">So what can data
(such as the one coming out of the PSES) do for you?</span></span></b><span style="color: black; font-family: "times new roman" , "serif"; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-language: EN-CA;"><o:p></o:p></span></div>
<div class="MsoNormal">
</div>
<ul style="text-align: left;">
<li><i><span style="mso-fareast-language: EN-CA;">Remove</span></i><span style="mso-fareast-language: EN-CA;"> gut feeling, self-interest, and
opinions (that are based on nothing but opinions) from decisions;</span></li>
<li><i><span style="mso-fareast-language: EN-CA;">Inform </span></i><span style="mso-fareast-language: EN-CA;">management decisions and <i>orient</i> action
(e.g. isolate pain points, show where to double-down, determine when and where
to expand the strategy);</span></li>
<li><i><span style="mso-fareast-language: EN-CA;">Push</span></i><span style="mso-fareast-language: EN-CA;"> the agenda forward, <i>gain</i> momentum, <i>accelerate</i> the
pace of change.</span></li>
</ul>
<div>
And by the way, this what the actual results of the change can be...</div>
<div>
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-FDn7mf5xW6E/XQhp-KMXu_I/AAAAAAAAEU4/Px1cEHsmQoo99oskGgMgXj_XrmZMcSuxQCLcBGAs/s1600/Top%2BImprovements%2BPSES%2B2005-2008%2B%2528C%2526P%2BPacific%2529.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="826" data-original-width="1509" height="348" src="https://1.bp.blogspot.com/-FDn7mf5xW6E/XQhp-KMXu_I/AAAAAAAAEU4/Px1cEHsmQoo99oskGgMgXj_XrmZMcSuxQCLcBGAs/s640/Top%2BImprovements%2BPSES%2B2005-2008%2B%2528C%2526P%2BPacific%2529.png" width="640" /></a></div>
<div>
<br /></div>
<br />
<div class="MsoNormal">
<b><span style="mso-fareast-language: EN-CA;"><span style="font-size: large;">Now what should
you with the insights I shared?</span></span></b></div>
<div class="MsoNormal">
</div>
<ul style="text-align: left;">
<li><i><span style="mso-fareast-language: EN-CA;">Takeaway #1:</span></i><b><span style="mso-fareast-language: EN-CA;"> Expect resistance</span></b><span style="mso-fareast-language: EN-CA;">. <i>“Whenever you tell a story that
contradicts someone’s core story, they will usually get angry. This is a
natural defense. [...] People 'fight for their limitations' because it is what
they know. If you choose to tell empowering stories, you will encounter anger
as people defend they 'victim stories'. When a new story demands courage, extra
effort, or invalidates past choices, people usually get defensive.”</i> -
Annette Simmons</span></li>
<li><i><span style="mso-fareast-language: EN-CA;">Takeaway #2</span></i><span style="mso-fareast-language: EN-CA;">: Logic would have it that mindsets come
first, and behaviours follow. True. But just as it is possible to think your
way into new ways of behaving, it is also possible to behave your way into new
ways of thinking. <i>“Behaviour first, mindsets later”</i> equally
works. What matters is less which of the two – mindsets or behaviours – comes
first, and more about <b>ensuring the congruence between leadership and
execution</b>.</span></li>
<li><i><span style="mso-fareast-language: EN-CA;">Takeaway #3</span></i><span style="mso-fareast-language: EN-CA;">: The problem isn’t out there! In order to
change the culture, mindsets and behaviours, taking ownership is
critical. <b>Changing yourself leads to change</b>.</span></li>
</ul>
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What did you think
of the FedTalk and the ideas I shared? Comment below or on my <a href="https://gccollab.ca/groups/profile/1212707/enetienne-lalibertu00e9fr"><span style="color: blue;">GCcollab page</span></a>.</div>
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<span style="mso-fareast-language: EN-CA;">P.S.: Here’s
the <a href="https://drive.google.com/open?id=0B2XxpHQGDZjBVkdDNXlSNFRWaDg"><span style="color: #0563c1;">story and data</span></a> that served as a backdrop
for the talk. It was a concrete application of the ideas discussed in a paper
entitled “<a href="https://gccollab.ca/file/download/2316246"><i><span style="color: #0563c1;">An Inconvenient Renewal</span></i></a>” that I published
around the same time on the topic of people management and organizational
renewal. A little old, but still relevant!</span><span style="color: black; font-family: "times new roman" , "serif"; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi; mso-fareast-language: EN-CA;"><o:p></o:p></span></div>
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<span style="mso-fareast-language: EN-CA;">P.P.S.: During the
question and answer period I was asked about how I did “Staffing in 3 Weeks”.
The approach is detailed in the documents available <a href="https://gccollab.ca/file/download/2316248"><span style="color: #0563c1;">here</span></a> and <a href="https://gccollab.ca/file/download/2316249"><span style="color: #0563c1;">here</span></a>.</span></div>
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Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comtag:blogger.com,1999:blog-1746890437841237647.post-91119472868749709532018-12-17T02:24:00.000-08:002019-06-03T20:28:51.798-07:0050 Ideas to Improve Staffing and Recruitment: Videoblog<div dir="ltr" style="text-align: left;" trbidi="on">
Are you wondering what other organizations are doing to improve staffing and recruitment? Between June and October 2018, I have been researching best practices and lessons learned from the public service and the private sector. I conducted 77 interviews with over 100 people: HR executives and managers, HR specialists, policy experts, recruiters, etc. I have summarized 120 hours of interview in 20 two-minute videos that you can watch on my <a class="" href="https://www.youtube.com/playlist?list=PLnFA3fTNop11LFwFQxYx3UExti704zd1t" target="_blank">videoblog</a>.<br />
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<iframe allowfullscreen="" class="YOUTUBE-iframe-video" data-thumbnail-src="https://i.ytimg.com/vi/JdMZuu6w_9o/0.jpg" frameborder="0" height="266" src="https://www.youtube.com/embed/JdMZuu6w_9o?feature=player_embedded" width="320"></iframe></div>
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That's 20 seconds of wisdom for every hour of interview! My purpose is to spark reflection and creative discussions on the topic of staffing and recruitment in the federal public service. For this reason, I invite viewers to share their thoughts and ideas on my <a href="https://gccollab.ca/profile/Etienne.Laliberte" target="_blank">GCcollab page</a>.<br />
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A <a href="https://gccollab.ca/file/download/2316253" target="_blank">written report</a> is available, and so is a placemat in two versions (<a href="https://gccollab.ca/file/download/2347516" target="_blank">dark</a> or <a href="https://gccollab.ca/file/download/2347611" target="_blank">clear</a> background). So subscribe to the <a href="https://www.youtube.com/channel/UCxi9DOwcEkXjq6hpngbKwSw" target="_blank">YouTube channel</a>, follow me for updates, and share broadly:<br />
<a href="https://gccollab.ca/profile/Etienne.Laliberte" target="_blank">GCcollab</a>, <a href="https://twitter.com/EtiennLaliberte" target="_blank">Twitter</a>, <a href="https://www.linkedin.com/in/etiennelaliberte" target="_blank">Linkedin</a>.<br />
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This is a personal initiative approved by my managers. Canada's Free Agents regularly promote their work through blogging and knowledge sharing activities, the goal of which being to "ignite positive change, extinguish stagnant thinking, and taking smart risk that create public value".<br />
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Comments and feedback are welcome. Since I'm a <a href="https://gccollab.ca/groups/profile/240597/canadas-free-agents-agents-libres-du-canada" target="_blank">Canada's Free Agent</a> and move a lot from one organization to the next, please use the email address showing on my <a href="https://gccollab.ca/profile/Etienne.Laliberte" target="_blank">GCcollab page</a>.<br />
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Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comtag:blogger.com,1999:blog-1746890437841237647.post-80604427000549982052018-03-25T09:45:00.001-07:002019-04-18T10:34:06.719-07:00How to Manage Your Career Like a Free Agent (Even If You're Not!)<div dir="ltr" style="text-align: left;" trbidi="on">
I officially became one of Canada's Free Agents on February 7th 2018.<br />
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"Launched in 2016, Canada's Free Agent is a Government of Canada program that proposes a new model for workforce mobilization. It offers public servants the freedom to select work that matches their skills and interests and allows them to make a contribution that they find meaningful. It also supports managers looking to rapidly and easily acquire top talent with emerging and core skills in order to support their short-term project needs. Free Agents are screened for attributes that are beneficial for solving problems and skills that are in demand." (<a href="https://www.linkedin.com/company/freeagents-agentslibres/" target="_blank">Source</a>)<br />
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Like a number of my peers within the program, I feel I have always managed my career as a Free Agent, not only from my days as a freelancer in the private sector, but also within the public service of Canada. Indeed, I spent the first three years of my federal public service career rotating through assignments on average every six months, moving from one department to the next, working in a central agency, changing region, etc.<br />
<br />
Driven by a desire to challenge myself, stretch the boundaries of my comfort zone, and make a positive impact both in my workplace and in the life of fellow public servants, I have developed a track record for putting my hand up, continuously seeking new opportunities, and taking risks. This, I think, made me a natural fit for Canada's Free Agents.<br />
<br />
You might be a fit too!<br />
<br />
The Canada's Free Agents program is currently holding its fifth recruitment campaign, from March 15th to March 29th 2018. If you are an indeterminate employee of the public service of Canada, you should <a href="https://gccollab.ca/groups/profile/240597/canadas-free-agents-agents-libres-du-canada" target="_blank">check it out now</a>, or follow on <a href="https://gccollab.ca/groups/profile/240597/canadas-free-agents-agents-libres-du-canada" target="_blank">GCcollab</a>, <a href="https://twitter.com/freeagentlibre" target="_blank">Twitter</a> and <a href="https://www.linkedin.com/company/freeagents-agentslibres/" target="_blank">Linkedin</a>.<br />
<br />
And even if you don't think Free Agent is exactly for you, some principles of free agency may interest you...<br />
<br />
To this effect, last Friday, March 23rd 2018, the Innovation Hub of Environment and Climate Change Canada offered me the opportunity to deliver a webinar entitled "<a href="https://gccollab.ca/event_calendar/view/476094" target="_blank">How to Manage Your Career Like a Free Agent (Even If You're Not!)</a>".<br />
<br />
As the most recent Free Agent to have been appointed in the program, this was a true privilege! Furthermore, I was accompanied by Taran Wasson, Talent Manager for Canada's Free Agents at the Treasury Board Secretariat (find him on <a href="https://gccollab.ca/profile/Taran.Wasson" target="_blank">GCcollab</a>, <a href="https://twitter.com/TaranWasson" target="_blank">Twitter</a>, <a href="http://ca.linkedin.com/in/taranwasson" target="_blank">Linkedin</a>).<br />
<br />
Please find the outline of the presentation, below, in both English and French. Public servants with access to GCcollab may <a href="https://gccollab.ca/file/download/517341" target="_blank">view the recording of the presentation</a>.<br />
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Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.comtag:blogger.com,1999:blog-1746890437841237647.post-48431479454594776662017-11-05T18:09:00.001-08:002018-03-21T19:00:29.394-07:00Ten Years of Inconvenient Renewal<div dir="ltr" style="text-align: left;" trbidi="on">
Have you ever had the impression that your life is made up of cycles? I occasionally come to that conclusion.<br />
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<a href="https://3.bp.blogspot.com/-EDOAnXAinZI/WrMN5ZmER2I/AAAAAAAAD94/zgjW-dDJiiQvjKoG3PJFsZ9qxrh1j-k8gCLcBGAs/s1600/An%2BInconvenient%2BRenewal%2B%2528Poster%2B-%2BHigh%2BQuality%2529.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Cover" border="0" data-original-height="1600" data-original-width="1080" height="320" src="https://3.bp.blogspot.com/-EDOAnXAinZI/WrMN5ZmER2I/AAAAAAAAD94/zgjW-dDJiiQvjKoG3PJFsZ9qxrh1j-k8gCLcBGAs/s320/An%2BInconvenient%2BRenewal%2B%2528Poster%2B-%2BHigh%2BQuality%2529.jpg" title="An Inconvenient Renewal: Are Public Service Managers Ready to Change the Way They Manage" width="216" /></a></div>
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Ten years ago, on this day, I was publishing a paper entitled "<a href="https://sites.google.com/site/aninconvenientrenewal/">An Inconvenient Renewal: Are Public Service Managers Ready to Change the Way They Manage?</a>".<br />
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This little manifesto, written in response to the newly announced <a href="http://www.pco-bcp.gc.ca/index.asp?lang=eng&page=clerk-greffier&sub=archives&doc=20070418-eng.htm">Public Service Renewal</a> (now <a href="https://www.canada.ca/en/privy-council/topics/blueprint-2020-public-service-renewal.html">Blueprint 2020</a>) "<a href="https://sites.google.com/site/aninconvenientrenewal/comments">circulated like wildfire and had tongues wagging</a>" when it was originally released.<br />
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<a href="https://sites.google.com/site/aninconvenientrenewal/">An Inconvenient Renewal</a> also took my career (and, by extension, my life) in unexpected directions - for better... but not always!<br />
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In fact, at the peak of my professional success, I completely vanished from federal public service life in late 2010.<br />
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Today, I find myself on the eve of a new beginning: new city, new home, new job, new life chapter and... a new blog!<br />
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Back to the notion of cycles.<br />
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If you read <a href="https://sites.google.com/site/aninconvenientrenewal/">An Inconvenient Renewal</a> on November 5th, 2007, what do you think still applies? What has changed? On which issues has the public service of Canada made the greatest progress? Which issues currently require the most pressing attention?<br />
<br />
If you have never heard of <a href="https://sites.google.com/site/aninconvenientrenewal/">An Inconvenient Renewal</a> until now, why not have a read and share your thoughts.<br />
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Share, comment, or <a href="https://sites.google.com/view/etienne-laliberte/">connect with me</a>.<br />
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Etienne Lalibertéhttp://www.blogger.com/profile/12531893445525709859noreply@blogger.com