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9 - Better Human Capital Decisions with Credibly's Jonathan Finkelstein
Manage episode 321002192 series 2984435
תוכן מסופק על ידי Mike Acker. כל תוכן הפודקאסטים כולל פרקים, גרפיקה ותיאורי פודקאסטים מועלים ומסופקים ישירות על ידי Mike Acker או שותף פלטפורמת הפודקאסט שלהם. אם אתה מאמין שמישהו משתמש ביצירה שלך המוגנת בזכויות יוצרים ללא רשותך, אתה יכול לעקוב אחר התהליך המתואר כאן https://he.player.fm/legal.
If you want to build a successful and sustainable company, you know that employee engagement and retention are critical. One of the ways to think about keeping employees engaged is to encourage them to chase things that they're really passionate about. Helping them chart their own growth path is also highly beneficial for any company, as you get to work with people passionate about their job.
In today’s episode, Mike is joined by Jonathan Finkelstein, CEO of Credibly, a company that helps organizations make better human capital decisions based on an individual’s unique skillset. Jonathan and Mike talk about many areas of employee development, including assisting them to discover how to grow into a role other than that of a manager, encouraging learning, paying them what they’re truly worth, and helping them unlock their true potential.
Tune in to learn more about being an efficient and welcoming leader.
EPISODE 10 SUMMARY & HIGHLIGHTS
What are the challenges to developing leadership in today’s times?
13:42
The most significant leadership challenge is going from a startup to a complete growth mode or having a more established company do digital transformation. A leader cannot continually work on the same challenges. They need to solve one entirely or proceed with the next at once. And that happens through technology, people, or partner support.
What are some of the things that keep people from passing on their legos to others?
16:25
The first thing is constraints on time. It takes time to invest in doing something better, and when there’s a lot going on, you cannot imagine adding more to your plate simultaneously. The second thing is knowing when to put something on the side or saying that good enough is good enough.
Talk to me a little bit about your leadership pipeline.
18:41
I believe that not everyone wants to be a manager ultimately. That's not the only sign of success and growth. You can be a leader without managing people.
In our leadership pipeline, we see individual definitions of professional growth and success. At our company, we have managers meet their team every week, and represent people who either are or have just become managers at the company. We have a lot of people who are first-time managers who didn't have management experience before they joined the company.
What are your growth goals for people who don’t want to become managers in the future?
24:03
Firstly, you can't assume anything about any one person. I believe the best way to understand what somebody considers success and growth is to talk to them and check in regularly. We try to understand what happiness means to every person.
The other thing is, when you open up new roles, don't just look at the immediate team where that new role is opening, but look at other parts of the company that are going to benefit from it.
What is your criteria for hiring new employees?
28:12
We try to break the mold from traditional hiring practices. We believe people are super-reliant on resumes and referrals -- the two primary ways to hire better and think it's supercritical not to go back to the same tried and tested waters because that leads to stagnation.
What do you train your people on?
33:41
We help people unlock their true potential in their own teams. We try to elevate and amplify their potential. A lot of our weekly meetings are dedicated to a training or learning topic where we're either sharing our best practices or using our network to develop our teams. We provide professional development stipends to every member of the team to seek advice or figure their path, which in turn brings those new skills back to the company.
What is your closing advice for our listeners?
43:01
I’d advise charting your own path, collecting skills and experiences, and then giving yourself the time to find mentors or leaders or learning materials that can help you draw valuable connections. Don't be daunted by the fact that sometimes things don't connect.
KEY QUOTES: 3:50-4:12
“Traditionally, human capital has been a really difficult thing to wrap our heads around -- How do you quantify or describe someone's skills? How do you take two people who've done the same learning experience, and allow each of them to have the sense of empowerment that comes from describing those skills in a way that can be trusted? Our approach has been well, let's not leave it to the individual to describe their own skills.”
8:03-8:22
“I think everyone should be able to tell their full story and get credit for what they know and can do. And there's a lot more opportunity, waiting for a very large pool of qualified talent that usually gets summarily dismissed at the top of hiring funnels, because people rely on outdated and proxies, and often ones that have a lot of systemic bias built into them.”
11:44-12:10
“When people see in a leader someone who has that drive, who has that emotional intelligence, the ability to communicate, they recognize that they too can chart their own path. It doesn't mean you have to break completely new ground, but you can look for inspiration and people who found alternative ways to to achieve professional goals and to it to the extent people are interested to be leaders.”
17:48-18:05
“The more you do it, but just like just like when working out or exercising, if you haven't been doing it for a while or at all and you you're just reading getting onto the treadmill or doing that run or or doing that yoga, you do it for a couple of times you get up the courage and the will to do it.”
26:54-26:57
“I think people do their best work when it comes from them.”
31:19-31:40
“We have a very inefficient system when it comes to how human capital moves around today. And I think the number one reason is that people are self reporting, and everyone has their own self assessment of how good they are. And there's a place for that and telling your story matters, but you should tell the story based on sound, credible and trusted and consistent information.”
39:12-39:25
“I personally believe that if you're not giving yourself time to refresh your mind, to take your mind off work for an appropriate length of time, iIf you're not changing your scenery, it's hard to see the world in a fresh way.”
RESOURCED MENTIONED ON THE PODCAST
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07: Masters of Employee Development (with Tony Smith)
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