All posts tagged: Uber

The Future is Talent Sufficiency, Not Talent Scarcity

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Scott's Monday Morning MessageThe CEO of Uber recently posed one of the most important questions leaders can ask about their own organizations.

Appearing during the first week of The Late Show with Stephen Colbert, Travis Kalanick was asked about the future of Uber. He focused on Uber Eats, an on-demand food delivery service being quietly rolled out in select cities.

Colbert, in his patently playful manner, acted as though he didn’t understand. How could Uber effectively stockpile fresh food for delivery?

After a few rounds of Colbert jabbing and Kalanick trying to explain, the Uber CEO said:

“Do you want to be part of the future or resist the future?”

Being part of the future has made Kalanick a thought leader. Instead of responding to trends, his company and other innovators (such as Apple, Tesla, and Amazon) are defining the future, right now.

Kalanick’s question, in the context of hiring, warrants time and attention:

Is your company part of the future of hiring or resisting the future?

Here are two important considerations as you ponder this question:

The Future Is About Sufficiency, Not Scarcity

There are two types of companies when it comes hiring—those that are focused on a shortage of talent and others that believe there is enough. Which one is right? Actually, both.

Focus defines strategy.

Leaders who are focused on scarcity pay more attention to the reports and statistics that prove there are shortages of talent. They create strategies that operate from a belief that there aren’t enough people to fill their jobs. Their teams can often be seen scrambling for talent, never seeming to find enough.

The leaders who focus on talent sufficiency are having a different workforce experience. They know there are more qualified people than they’ll ever need to fill their open jobs. By building a strategy that focuses on talent sufficiency, these leaders and their companies dissolve the smoke and break the mirrors. Instead of scrambling to fill seats that have been empty for weeks or even months, these companies fill jobs much more quickly.

The Future Is Fast and Only Getting Faster

Today, speed has become essential in many business transactions.

With regard to speed, Jimmy John’s, for instance, touts “freaky fast delivery.” The restaurant takes an order by phone or app, makes the sandwich, and delivers it to your office in minutes. With Amazon Dash, products like Tide and Gatorade show up at your house the same day you order them. On iTunes, you can watch movies that are currently playing in theaters.

The rise of the on-demand economy is permeating commerce and culture. Regardless of what’s being delivered, the underlying on-demand process remains the same. It is this process, when applied to hiring, that allows companies to hire with speed and accuracy.

In a wide variety of industries, including finance, healthcare, technology, staffing, and manufacturing, organizations that implement an on-demand process are dramatically decreasing time-to-fill.

 

The future has yet to be written. Which is why you can choose, right now, your focus. Sufficiency or scarcity, fast or slow—these are two of the important choices that will impact recruiting and hiring strategies and their results for years to come.

 

Scott WintripThe Future is Talent Sufficiency, Not Talent Scarcity
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Effort is the Enemy

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Scott's Monday Morning MessageHiring managers typically need that empty seat filled yesterday, yet they often wait until tomorrow or a series of tomorrow’s before that happens. It is this very gap between yesterday and tomorrow that holds one of the greatest opportunities for staffing and recruiting firms.

The staffing industry can quickly elevate its reputation by more consistently providing talent on demand, right when it is needed. This not only delivers tremendous value; it is how firms can be rewarded with a more loyal constituency, a larger base of customers, and higher margins which are proportionate with the value being provided.

One key element standing in the way is effort. Agencies must recruit ahead, not behind, manufacturing the talent before it is needed. Buyers must be enrolled in a smarter process that allows them to acquire talent today, not tomorrow. Anything that causes delays, including resume submissions and interviews, must be eliminated and replaced with processes and guarantees that create a more nimble and responsive approach.

We live in an on demand, iTunes oriented, download it now society. To solve the needs of yesterday requires that staffing and recruitment vendors start acting today more like Netflix, Uber, and GrubHub. The alternative, perpetuating the status quo, will only further erode the already tenuous repetition of the industry.

Scott WintripEffort is the Enemy
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