Sweden s number one recruiter for communication, PR & marketing

Transcription

1 Sweden s number one recruiter for communication, PR & marketing This PM contains a summary from the network event Communication, PR & marketing, held at Stockholm Academic Forum 25 May The event was one part of a series of events organized within the framework of Stockholm Academic Network. Responsible for the summary is the Staf team member Jerry Lindblom. The event was visited by two guest speakers, Chief Business Development Officer Karin Netzell and Candidate Relations Manager Sara Abrahamsson from the recruitment company Hammer & Hanborg. They had organized a somewhat interactive afternoon where we both listened to their insights from recruitment to the communication, PR and marketing industry, and became involved by using a simple Mentimeter tool 1. The main areas covered - What organisations of tomorrow - Demands in terms of skills and talent - Why this is so rapidly changing - How to create your next big thing Three eras of automation Karin & Sara started off with a historical retrospect: 19 th century: Machines take away the dirty and dangerous jobs 20 th century: Machines take away the dull 21 st century: Machines take away decisions We have seen the first two passing already and the third on its way. One way to observe this is that machines are now used to sort among plausible candidates. This, in turns, leads to the CV being obsolete and soon belonging in a museum. We can also see changes in organisation moving from traditional and hierarchical organisational structures towards other kinds of structures, such as network organisation, amoeba organisation or chaos organisation. With the shift from towards machines for many tasks, and the changes in organisational structure, also the resources required for production changes both for machines and for each individual. How to show who you are without the traditional CV One way to handle recruitment when the competences asked for is not necessarily shown in CVs is by assessments. Hammer & Hanborg has developed one of their own, set up to show what type of profile you are. It divides competences into five stereotypic profiles, and you find out to what extent you 1 Stockholms Akademiska Forum Valhallavägen Stockholm

2 respond to each profile s description: if you are the Visionary, the Change maker, the Co-Creator, the Performer, or the Enabler. You can read more about the different profiles in the attached presentation in the end of this summary. According to Karin and Sara, motivation, cognitive ability, culture, and values are now far more important than your actual skills, since the skills you are likely to be able to learn, while for example a change of values are harder to accomplish. Know your why! What is most important for you? Which are your values? What would you like to do on a daily basis? To be able to find your future employer one needs to ask oneself these kinds of questions. By doing so you will also be able to easier find your dream job, and maybe most importantly, be able form a strategy for how to catch it. The traditional way to show who you are is to list your history in a CV, but what you really need to do is to explain in what way your history can contribute to your wanted new employer s future. This is why the cover letter is so important. It is all about adding value, and this is why you need to rewrite the cover letter for each position you are applying for. Good luck with your job search! Jerry Lindblom, Stockholm Academic Forum Stockholm 30 May 2016 Appedix 1 Communication, PR and marketing presentation made by Karin Netzell and Sara Abrahamsson at Hammer & Hanborg 25 May 2016

3 Kommunikatören 2016 Tema: Den digitala resan Hammer & Hanborg We develop business through people #hamhan

4 Stockholm Academic Forum 25 May 2016 Karin Netzell - Chief Business Development Officer Sara Abrahamsson Candidate Relations Manager

5 Who is here today? Enter your name!

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7 Hammer & Hanborg

8 What we are going to talk about What organisations of tomorrow Demands in terms of skills and talent Why this is so rapidly changing And how to create your next big thing

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11 Changes in organizational structure - changing competence requirements

12 What is the best way to organise to meet the demands from digitalisation? Traditional organisation Network organisation Amoeba organisation Chaos organisation

13 What are the biggest challenges in your organisation at the moment due to digitalisation? 1. Our staff do not have the required competence 2. We do not have technical solutions 3. We are organised in the wrong way 4. We have difficulty in getting our staff to accept the need to adapt to this challenge 5. We don t have the tools for strategy activation 6. Management in my company have not realized that digitalisation affects us 7. We don t have any challenges

14 The best approach to succeed Develop current staff 64% Recruit the skills you lack 49% Create a digital team from current staff 31% Engage consultants with digital competence 26% Recruit a digital team externally 7% 0% 20% 40% 60% 80%

15 Lacking skills for successful digital transformation Lack of understanding of the business perspective of digitalisation. Lack of deep digital knowledge in areas such as e- commerce, digital business, big data etc. Lack of design skills when it comes to design of services, apps etc. Lack of the right attitude and mind-set, for example a digital mind-set, courage and an entrepreneurial mindset.

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18 New competencies Co Creator Performer Enabler

19 Visionary The Visionary shows curiosity, looks beyond the target and is not limited by existing truths. Works with an innovative approach and thinks strategically in order to develop visions for the future. Demonstrates a courageous approach and self-confidence even when acting outside the comfort zone. Takes risks rather than missing opportunities. Works with testing assumptions and investigates in order to produce solutions. Maintains an optimistic outlook even when facing challenges. The Visionary maintains knowledge of market and competition, identifying new business opportunities.

20 Change Maker The Change Maker actively seeks and introduces change with enthusiasm and acts on own initiative. Focuses on improvements that will enhance business performance. Questions existing methods and rules while promoting new ideas and supports the introduction of new methods. Handles ambiguity effectively and will act even if met with resistance. Acts consistently fairly and as a role model for others. The Change Maker is committed, trustworthy and a quick learner.

21 Co-creator The Co-Creator establishes networks effectively across all levels both internally and externally. Negotiates skillfully by gaining agreement and commitment. Operates across functions and disciplines showing a cross-cultural awareness. Shares information openly and proactively with others and encourages others to do the same. Acts with integrity, keeps promises and maintains confidentiality. Understands and shows interest in other people s point of view and attitude, wanting to learn from others. The Co-Creator is diplomatic and without prestige.

22 Performer The Performer takes responsibility for own work and makes things happen while keeping a focus on customer needs. Sets clearly defined objectives and priorities in order to drive projects to results. Copes well with unexpected change and remains focused on work when under pressure. Acts quickly in many work situations. The Performer applies specialist job knowledge and expertise while seeing the opportunities in using new technology.

23 Enabler The Enabler builds teams successfully by motivating and inspiring others in order to make best use of their talent. Clearly explains concepts and opinions, articulating key points of an argument. Identifies the different needs and aspirations of staff. Spends time attracting and retaining talents. Makes relevant decisions and handles difficult and challenging situations objectively. The Enabler encourages teams to contribute to the organization as a whole.

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27 New roles Human Interaction Expert Relationship Developer Network Explorer Loyalty Builder Scenario Builder Content Evangelist Data Visualiser Data Flow Analyst Vlog Editor Narrative Designer

28 Recruitment 2.0 by Hammer & Hanborg

29 What knowledge is in demand? Co Creator Performer Digital opportunitets Tech Enabler Skills Digital leadership

30 Know your why!

31 Know your why! Situation analysis What s most important to you? Your values? What would you like to do on a daily basis? Your dream job? What do you have to do to catch it?

32 Pop it up Interview the person next to you and find three USPs for that person.

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35 Interactive CV

36 Cover letter Content rich not verbose! Rewright each cover letter What you can contribute with Why you want to work in that postions at that company Pitch yourself Picture or no picture? Focus forward

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45 Saras keys to find your next big thing Make a situation analysis of yourself Define your values What s important to you in your life What can you contribute with? Be a bit picky Focus forward

46 1. New heroes 2. It s all about interaction 3. New co-worker 4. Relations Flexibility Individuality keys for new organisations 5. New titles 6. Be courageous 7. Passion Reflections

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50 Thank you! Sara Abrahamsson sara.abrahamsson@hammerhanborg.com Karin Netzell karin.netzell@hammerhanborg.com #hamhan

51 Links for the exempels