It’s time for a pulse check. Is your organization agile?

A decade ago, the current obsession with this buzzword wasn’t even on the radar. However, in recent years, agility has become a defining characteristic of a successful business – especially in light of the Silicon Valley startup explosion. As management techniques have begun to shift, and the traditional business structure is becoming more and more archaic, business leaders have turned to new ways of organizing their teams.

Traditionally structured organizations are often slow-moving, have an ingrained hierarchical structure, use top-down management techniques, and are not able to pivot quickly in response to environmental changes (i.e. non-agile). The cultural paradigm has since shifted away from this mindset – favoring the new, forward-thinking techniques that are being used by various successful companies today. The issue today is there are still many companies stuck in the traditional paradigm, and they are not operating to their fullest potential as a result.

How do you become agile? McKinsey & Company published a great report on this topic that outlines the game plan organizations must take to become agile. In their report, “The 5 Trademarks of Agile Organizations”, they present the following key characteristics:

  1. Strategy
  2. Structure
  3. Process
  4. People
  5. Technology

For the purpose of this blog, we will zero in on characteristic #4: People. Finding and hiring the right people is one of the most integral steps for any organization serious about shaping an environment primed for agility and growth.

Organization leaders need to develop a clear strategy for the recruitment of star players to achieve organizational agility. To do this, there needs to be a shift in the way leaders think about talent acquisition. Consider all the available employee hiring mechanisms – specifically those that are less commonly implemented.

For example, contract-staffing is an effective method for finding top-talent to fulfill interim needs resulting from a job vacancy or new project. This approach can seem complicated or intimidating to many leaders who are used to a more traditional methodology – especially if they are not well-versed in staffing solutions – but it offers a level of agility not found in more orthodox personnel structures. Understandably, it can be difficult for leaders to dive into an unknown strategy without developing an expertise in the area. Company leaders have high-level priorities, and learning about contract staffing can be easily bumped off the to-do list. That’s where Talencio can help.

Written by: Ben Kvale, Talencio Marketing Intern and student at North Central University in Minneapolis, MN.

Talencio has a deep understanding alongside a community of experts to deliver on our promise: to partner with senior management and HR executives to get the right people in the right place. To learn more about career opportunities in health technology, or to hear how other companies have partnered with Talencio to tap into our skilled professional talent pool, contact us at 612.703.4236 or by email. Talencio has been the preferred provider of vetted, accomplished professionals to the Health Technology Community for over 10 years.

McKinsey & Company, “The 5 Trademarks of Agile Organizations”

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