Dr John Sullivan Talent Management Thought Leadership

The first time I met Jim D’Amico, he was explaining how he convinced his healthcare CEO to let him try just about anything in recruiting, as long as he could show a positive ROI and a significant direct business impact. This “CEO influencing feat” is, unfortunately, quite rare in recruiting, but it is even more amazing because it occurred in …

Can you imagine the frustration that a manager experiences, when, for example, they are presented with a metric revealing high turnover, but there is no follow up covering the actions needed to lower it? This simple lack of “action guidance” is one of the primary reasons why talent-management leaders have been almost universally frustrated with the results produced by their metrics initiatives. A primary cause of underperformance is that almost all corporate metric processes omit what are known as “prescriptive metrics.”

Is ‘Speed of Hire’ the Next Essential Metric? By Gianna and Howard Flint on Talenytics on 11/1/18. Having recently read Dr John Sullivan’s article on Speed of Hire, Talenytics’ Chief Strategy Officer Howard Flint is left wondering whether or not it could really plug the current gap in hiring metrics. Speed of Hire is an interesting way of dressing up …

Understanding Why Providing “the Right Information” Causes Women to Apply Let’s get right to the point. HR is way too often risk-averse, it is not transparent, and withholds valuable information that would cause many more women applicants to apply immediately. In addition, talent acquisition, unfortunately, frequently “lumps” all diversity targets together. Its “one-size-fits-all” approach to diversity advertising content causes them …

Not only do you need to identify the right candidate, but you also need to convince the candidate to join your company. Peer interviews (where a panel of team members conduct a candidate interview) are the No. 1 tool for improving a firm’s ability to sell in-demand candidates because they meet each and every one of the required elements for an effective sales process.

As seen on SHRM.org by Arlene Hirsch (08/28/2018). Crunching the Numbers John Sullivan, Ph.D., a thought leader in talent management based in Pacifica, Calif., recommends that HR professionals create color-coded “heat maps” that highlight the most severe turnover areas, and then quantify the impact in dollars and cents so that decision-makers fully understand the turnover picture. These maps can be segmented …

Few realize that increasing your hiring speed often has the second-largest impact on hiring results (after referral hires). Most track time to fill, but few recruiting leaders calculate the high correlation between your hiring speed for top talent and their resulting on-the-job performance after they become a new hire. To put the relationship simply, slow hiring decisions mean that most …

HR must encourage boundaryless and unselfish complementary actions that support other HR sub-functions. It's long past the time for HR executives to understand the interrelationships between HR functions. I have found that no HR department can achieve excellence until each HR link (i.e., sub-function) in its chain is strong, cohesive and working in symphony with each of the others.

It is certainly true that “who you know” has an impact on getting a great job but it’s a time-consuming mistake to assume that attending most networking events will result in you knowing “more of the right people.” In fact, I find that when you leave them after intense preparation, many are so frustrated that their overall job chances are …

Increasing your speed of hire ranks as the No. 2 option for improving a firm’s quality of hire. The competition for talent is so high these days, that if you don’t hire extremely fast, quality candidates who apply at your firm will be gone within days because they have accepted another offer from a firm that acted faster. Some firms, …

As seen on Yello (March 31, 2017) by Tracy Kelly. HR industry thought leader and professor of management at San Francisco State University, Dr. John Sullivan, says the cost to candidate withdrawal is real; the lost investment is a drain on team resources. Your online application is too complicated Sullivan reports that at Fortune 500 firms, 9 out of ten …