PM Network - December 2014

project manager language,” Mr. Roy says. “Now all they have to do is learn a little bit about our industry.” A high-tech alternative to artful interviewing is emerging, however: talent analytics. Some organizations have begun honing their recruiting approach through statistical models that identify things like where the best project managers come from and what experiences make for the most upwardly mobile practitioners. (See sidebar, “Analyze This.”) Although this branch of analytics is just getting underway—only 14 percent of organizations are mining data this way, according to a December 2013 Bersin by Deloitte report—it can make a significant difference for companies trying to build out their talent pipeline. More than 60 percent of organizations are increasing their investment in this area to strengthen recruiting, Bersin notes.

GUARANTEE SATISFACTION

Pipelines don’t end at an organization’s front door, however. After recruiting promising practitioners from a highly mobile workforce, organizations need to put in the effort to retain top talent. Keeping employees satisfied and loyal is central to a strong

STARTING FROM SCRATCH

For fast-growing organizations, building a talent pipeline can be a matter of survival. But when positions constantly need filling, there’s little time to build external talent pools or prepare internal talent for advancement. These three steps are a good start.

n Know the Business. First, identify which specific skills and fields of knowledge the organization needs from project managers. A tech company’s projects differ from a construction company’s, so project managers for each require different expertise. Also keep in mind which competencies are needed now, versus which might be needed six months or a year down the road.

n Recognize the Urgency. “As soon as you realize you have
gaps, you’ve got to act quickly,” says David Roy, vice
president of project delivery, Columbia Pipeline Group,
NiSource Inc., Houston, Texas, USA. “To keep people
engaged, you need to find out what drives your employees
and create your culture around that.” Mr. Roy’s organiza-
tion conducts annual employee engagement surveys
through a third party to ensure anonymity. Being respon-
sive to any concerns that emerge helps increase retention
of talent, he notes.

n Turn to a Specialist. “Allow a hiring agency to get a close look at the business and give them access to hiring managers,” says Rory Mullins, head of technology at Frazer John Recruitment, Manchester, England. “If you can, also partner with a media agency, or at least work hard to gain press exposure so that prospective employees are aware of the work you’re doing.”