Issue link: http://www.insightdigital.biz/i/807867
S p r i n g 2 0 17 • forwardHR | 21 TALENT MAGNET Lure em In How do you become a talent magnet company? By Pamela Stroko, vice-president HCM Transformation Oracle HCM I n the fall of 2016, Oracle HCM partnered with the Talent Strategy Institute to investigate how talent magnet companies might differ from everyone else — what do they do that makes them a great place to work and how do they retain their talent? Is what they do transferable and sustainable, or is it so specialized that it only works for them? In our research we talked with companies known for their talent practices as well as companies looking to improve them; companies were large, mid-market, and SMB organizations. Here's what we learned: First, what talent magnet companies had in common was that they lived their values. Values were not just statements on a wall, or catch phrases — they were how they lived every day. ey were the lens through which they made decisions — they consulted their values frequently. e values that came up most oen (meaning that they were consulted nearly every day) were: • Trust/character • Engagement • Energy • Focus/priorities Living their values was not a program put in place by HR, rather, it was the job of leadership — they led through values, and yes, HR facilitated the translation of values, but it was owned at the top of the organization. Next, talent magnet companies were authentic — and their leaders led with authenticity. Put simply, authenticity is "being who you say you are." It is living by the words you speak and letting your actions reflect that. People know when there is incongruity between what you say as an organization and what you do. e farther apart you are on that, the more negativity and cynicism arise in the culture. We found four keys that distinguished talent magnet companies: 1. ey use employee experience journey mapping to cra technology- based processes and measures that align with organizational values and the desired culture. 2. ey get all functions in the organization involved in generating talent magnetism. Facilitated by HR, creating culture involves operations, finance, learning, performance and recruiting. ey bring these groups together to align their efforts. 3. ey are honest about what employees should expect and deliver. Once a new employee arrives, or an existing employee { continued on page 22 }