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.”
“To make sure project managers
are engaged with the company, you
need to give them opportunities to
work on varied projects.”
—Rory Mullins, Frazer John Recruitment, Manchester, England