About the author

Carol Anderson

Carol Anderson is a nationally recognized thought leader, author, speaker and consultant on aligning the workforce to business strategy. With over 35 years of executive leadership, she brings a unique lens and proven methodologies to help CEOs demand performance from HR and to develop the capability of HR to deliver business results by aligning the workforce to the strategy. Carol founded Anderson Performance Partners, LLC, to bring together organizational leaders to unite all aspects of the business - CEO’s, CFO’s and HR executives – to build, implement and evaluate a workforce alignment strategy. She is the author of “Repurpose HR: Moving from cost center to business accelerator” published by the Society for Human Resource Management in June 2015 which provides a practical RoadMap for human resource professionals to lead the process of aligning the workforce to the business strategy, and deliver results. She can be reached at [email protected]

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4 Comments

  1. 1

    Gately Consulting

    Hi Carol.

    If HR departments are not providing a talent assessment to their hiring managers, then they are not doing enough it help.

    Reply
    1. 1.1

      Carol Anderson

      Would love to hear more about what you think is an effective talent assessment. I’ve seen good ones and not so good ones, and if they’re not that good, they seem to be more of a hindrance. Thanks for your comment.

      Reply
  2. 2

    Nancy Parks

    Carol, thanks for the great article. Lots of food for thought. A couple of my “musings” ….
    (1) The importance of coaching and feedback. As you mention, tools and techniques may be necessary — but not sufficient — when it comes to raising the bar in talent acquisition. Such a critical, yet overlooked part of training and learning! As a former sales professional, scripts were a part of my daily prospecting. However, we were always encouraged to eventually “kick off the training wheels” and make the script our own. And we received good tools and coaching to help us get there.
    (2) The value of adding a good measure of passive candidates. It’s tempting to rely only on active candidates; however, the downside, of course, is to only serve up the best of those who have applied — not the best possible candidates for the position. But we know that attracting and engaging great passive candidates takes a level of skill that recruiters may not have — AND it takes time. In the world of “time-to-fill” I know recruiters will easily jump into the “race to close” and sacrifice more strategic “quality of hire” metrics.

    Thanks again!

    Reply
    1. 2.1

      Carol Anderson

      Thanks for your comments and thoughts, Nancy. You’re right about starting with scripts, but it sounds like you got the coaching you needed, and didn’t recite the script verbatim. Also agree about passive candidates – depending upon the open position, just going with what is available might not be the best solution.

      Reply

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