The big resignation allowed companies to scramble to fill key positions. The author and management consultant urged leaders to look at their organizations. You may be surprised by the person you find.
Is the star talent you are looking for right under your nose?

No matter where I go, business leaders and managers tell me that they are facing a serious talent shortage—more severe than at any time in decades. In almost every industry in almost every region, the demand for employees is far greater than the supply. Some people suggest finding “hidden talents” by mining non-traditional talent pools, including elderly workers, disabled workers, veterans, and people previously imprisoned.

At the same time, the most productive talent pool that employers often overlook may be the surplus of talent hidden in their own workforce.

Don't get me wrong. I am not here to talk about squeezing more productivity from your existing employees. Of course, many long-term understaffed teams have no choice but to ask existing employees to do more of what they are already doing-better and faster.

At the same time, the important roles of many organizations are completely vacant-usually slightly higher in the organizational chart. Why? Hiring managers will tell you that they simply cannot find enough candidates with the skills and experience required for these higher-level positions, and when they do find the candidates that are in urgent need, they will have a very difficult bargain. Of course, certain positions — registered nurses, certified public accountants, project management professionals, business drivers, or any other position — require more or less specific training and certification, and employers may or may not help accelerate. But there are also many positions that do not require a specific certificate, but are still vacant.

How to identify and tap your own high-potential employees-downstream in the chain of command-for some higher important vacancies?

Now there is a salesperson who can fill the vacant sales manager position. .. Who knows how far she can climb? Yes, she may need additional guidance, guidance, support and coaching to take up a management position. But think about how grateful she would be to be appointed as leader.
The cleaner in the motel became the general manager? She was able to span multiple levels and run a 40-room motel and 9 employees, where she proved that she is very loyal, efficient and loyal.
There is also a home health care assistant who can be promoted to a nursing service dispatch coordinator, responsible for the continuous dispatch of dozens of home health assistants to fill the shifts of caring for many customers. Every day, she is determined to show management that they have made the right choice.
There are also warehouse shipping and receiving clerks, who have taken over the leadership of the entire team of new quality inspectors in the factory.
Even in areas such as law, accounting, healthcare, engineering, funeral instruction, plumbing, electrical, etc.-which usually require specific certificates-some companies realize that some of their most capable non-professional and para-professionals can handle it and usually retain To qualified professionals.
Of course, this strategy also has risks. You can't just pick anyone for these higher-level roles and responsibilities. You need to conduct due diligence to determine the right people who can bet on these extended roles. Then, you need to do everything you can to make them successful.

三和一善

When my company conducts a talent assessment, we will help the leadership to understand their employees better, very quickly. Our report includes profiles of key people, not only at the top level, but also at the second, third and fourth levels. As a result, we found many problems hidden under the radar-but we also often found underutilized talents. These are high-potential individuals in lower-level positions and can provide more.

How do individuals ultimately assume this lower-level role? Maybe they have gaps in education or training; or lack of experience, confidence, or professional acumen; or they have unfortunate opportunities. Maybe they leave the workforce for a while and then re-enter, changing the field or community, or they are still young.

This is someone who is willing and able to go far beyond their current role. But this person was hiding in the sight of everyone. There is no suitable person who notices this person, determines their potential, and considers placing them in one of the more senior roles in the organization that are difficult to fill.

I am proud to find these people. how? In short, I ask everyone about everyone. This is like a multi-dimensional 360 degree-an tissue MRI.