Human Resources Management 2 - PDF

Okay, in a few minutes we will have a break, but I just want to conclude this first part by giving you some points to add some information about the processes, because I promised to present the different processes involved in HR Management. We have seven processes, as I told you before. The goals ar...

Okay, in a few minutes we will have a break, but I just want to conclude this first part by giving you some points to add some information about the processes, because I promised to present the different processes involved in HR Management. We have seven processes, as I told you before. The goals are related to productivity, quality, and service. The seven processes are related to HR planning, recruitment and selection, learning and development, performance management, industrial relations, management of diversity---including the importance of diversity and inclusion, sustainability---and health and safety programs. These are, we could say, the traditional processes of HR Management. But of course, because of the impact of the post-pandemic situation, I think that all of these processes were influenced by the changes that we are experiencing. Also, before the pandemic situation---for me, the pandemic situation in some cases has accelerated new phenomena and new trends, okay? And in this sense, all these kinds of processes have changed because of changes related to the post-pandemic situation. So, let\'s start with the first one: HR planning. An organization attempts to ensure that it has the right number of qualified people in the right jobs at the right time. This is the ideal perspective, okay? So, to have qualified people for the right jobs at the right time. So, this is the essence of the work towards planning for companies. Second point: recruitment and selection. We have a difference between these two processes. The first one is recruitment---seeking and attracting a pool of applicants from which qualified candidates for job vacancies within the organization can be selected, okay? To become attractive, and also to attract different candidates for job vacancies, and so on. The second subprocess is selection. Recruitment is the general process; we could say selection is the final part: how to select the people that you consider the best for some specific role, okay? Choosing from the available candidates the individual predicted to be most likely to perform successfully in the job. So this is selection---the choice of people, of course, and sometimes it can be not so easy. Process number three: learning and development. And this is my favorite process, of course, because I am a trainer. I work in a training service, and I worked on the staff of the HR manager according to some specific projects. Learning and development also have two subprocesses we could say: learning and development. Before, someone talked about upskilling or reskilling. So learning is a sort of picture; we need specific action, and we fix this necessity in order to have skills for a specific person or people. This is learning---helping employees learn how to perform their jobs, improve their performance, and prepare themselves for more senior positions. Consider also that sometimes within learning we have coaching and mentoring. Let me read you---may I ask your opinion on the ghost job postings that we are seeing at the moment? What is HR\'s role in this and how can we manage it? Oh yes. I think that at this moment, we are witnessing in general a lot of fake situations. For me, it is important also to define the right requirements, okay? Later today, we will talk about the importance of specifying the right requirements for some job postings also. Because I think that it has changed also---no, I don\'t know completely, but it has changed---the specific way to attract people, to select people. So, recruitment and selection. For example, we are witnessing a new---not new, of course---but a specific process to have recruitment and selection through LinkedIn, for example. It\'s important to define the specific requirements that are necessary in order to build also some job postings and some job openings. Later, I want to share with you also specific sites in which you can find some different examples to be used as specific drafts for you in order to have the right requirements. But later I want to share with you this site, okay? I think that could be very helpful to define the right requirements in terms of conditions, in terms of responsibility, in terms of kind of relations with other services, and so on within the company. Requirements are very important, but later we will see also through some examples, okay? Because I found an interesting site that I propose to all modules about HR management that can be very helpful for you. Okay. Thank you for your question, of course. Learning and development---let me conclude---is wide, this wide sea or this wide side of the processes. And let\'s---we will have the break. Development---why is development important? First of all, because it\'s linked to learning. But development, as someone of you told me and wrote in the chat, is the continuous approach, is a continuous process, is a continuous evolution during the life of an employee within the company. So it\'s very important. The development also because---and this is a specific reason why people sometimes quit companies---because they don\'t feel enough development or they don\'t feel they develop in the way that they would desire. Development identifies employee career goals, possible future job opportunities, and personal improvement requirements. As I told you before, learning for me is a picture; development is a video. Okay? I use this metaphor because development is continuous, is a continuous process. Learning is something by which you can fix or you can help support people in developing or, sorry, in having new kinds of skills. Development is something in terms of strategic development, in terms of also a career space for people within the company. Performance management. And here we have the phenomenon of appraisal. I don\'t know if you know the famous process called Evaluation 360. I don\'t know if some of you know this kind of process. If you want, I can tell you, and I can give you some more information about this process at all. No, for Maria? Yes, for Wolf? From okay. Okay, yeah, yeah, okay. A lot of you know, but just let me give some information for people that don\'t. Don\'t worry, don\'t worry, it\'s enough. Thank you. I see that a lot of you already know about it. I just want to give you some information also about my experience of Evaluation 360. When I worked in the company a long time ago, I had this wonderful opportunity to have different feedbacks---a 360-degree total view about myself by my leader, by my colleagues (peer evaluation), and also by people that worked with me. And also I had to give a self-evaluation. So, these four levels of evaluation: mine, from my leader, from people that were my colleagues, and also by people that were working with me. It\'s a good way to give you a most powerful idea about yourself. The main challenge is the time in which you can have this evaluation because we were organized in order to have three different kinds of evaluations each year, every four months more or less. In reality, we had not more than two evaluations---in the month of March and in the month of September, after the end of the year, after the beginning of the new year, and also after the holiday. Okay, so I know that lots of companies---in fact, this is the point---it's a long job, and also, if we do it well, okay, it\'s another job and it\'s a full-time job. That\'s why I know some companies that even if they have this kind of organization, they reach to have not more than one evaluation each year. Okay? I don\'t know, maybe at the end of the year before Christmas holidays, or after the beginning of the new year, because it\'s a full-time job. Yes, because organization is quite important and also you need a plan. Industrial relations. Industrial relations focus this kind of process more on types of contracts. It\'s not related to the relationship from a human perspective but more on something that is quite formal, okay? So industrial relations define the relation between organization and its employees in general; it is more formal than informal, I can tell you. Management of diversity, and I think that it is one of the processes that has increased more according to the situation after the post-COVID, post-pandemic situation. In effect, managing diversity means integrating a multicultural population into the workforce maximizes the contribution of all employees. Number seven, last process: health and safety programs, which guarantee the physical and mental well-being of employees. So, as you can see, some of the keywords that you used in chat before about the keywords of HR management, about also the meaning of HR management, are within in particular these last processes. Now, time is enough for a break. It is 7:42; I give you 15 minutes, okay? We start in 15 minutes, so it\'s 7:57, okay? Have a good coffee, or I don\'t know, whatever you want, and we will be ready after the break for the last part of this module. See you in 15 minutes. Okay, okay. Of assessment for some managers. Because HR management is focused on, of course, on handling specific and giving all information but also having enough information about not only the person but in general about skills, eventual upskilling, eventual reskilling, and so on, in order to focus and to build a specific framework of potential candidates. Okay, in this case, it is an internal process. Not exactly, but I participated as an external consultant in this process that remains quite internal. Second kind of responsibility: acclimation. In reality, the name of the process is onboarding, but I preferred to use this term \"acclimation\" because it was the term that we used within the corporation. Acclimation is important also because, in reality, we have a specific time in which we have the first part of the life of a new person within a company. And in this sense, we could have three different kinds of terms: acclimation, onboarding, and also orientation. In reality, not today, but next time---Thursday---we will see also the main differences between these terms, but please consider orientation, acclimation, and onboarding as part of the same general process, life, or the beginning of life of a new person within the company. And the duration can last up to 12 months--- one year and a half---it depends, of course, but sometimes I see also that some companies consider the duration of the onboarding process in general as dedicated in a few months---I don\'t know, six months, nine months, that\'s all. So the organization and also the specific organization of this process can really change, okay, in different companies. Of course, training activity and training is a specific responsibility. For a long time, I saw that some companies have no budget to train people, but training---of course, I am a trainer, I\'m a coach, so I have real passion and also it\'s my life, it\'s my work---but not training people is not only a cost-saving because it\'s not cost-saving because sometimes---you know, sometimes often, okay, ever---you need to offer this kind of training courses because, as you told me, yes, you wrote before in the chat, everything changes. And we must be ready to adapt to this changing. That\'s why training is something by which you can fix some necessities, you know, in order to have more skills, in order also to start your development. That is another specific responsibility: developing the abilities of each person. My personal experience in working with people and in suggesting to companies to deal with people is that every kind of manager, every kind of responsible person, every kind of director---I don\'t know, every kind of person that is in charge of responsibility on people---must develop the talents of each person within his team. Maybe this is a dream, maybe this is only an ideal goal, I don\'t know. But I see, and this is my opinion, of course, that working with some companies, especially after COVID, because of---and you wrote before in the chat some changes that have occurred after the pandemic situation--- now people, versus human resources, accept to stay within a company only under certain conditions, and development is one specific condition. If you don\'t feel you develop your career, you decide more easily to go out, to quit, and this is a specific reason why people quit. Okay, later, I want to propose the second video of today in which an expert about HR Management describes not only how work but also some specific points within the human resources management processes. Another responsibility, of course, also improving performance of athletes, giving the right tools in order for people to improve their job performance. Another responsibility is related to relationships. As we saw before the break, we have two specific processes in which relations are involved: industrial relations and also process number seven. So in this sense, relationships are very important, and caring about relationships is also a specific kind of responsibility for HR management in general because we can consider HR Management not only in terms of the role of the HR manager but also it depends on the work of an entire staff. As I told you, consider that at that time, in the company in which I worked for a long time, we were more than 4,000 people in Italy, and the HR management had a strong team---direct people but also not direct people, for example, people belonging to other kinds of services. I was an example of this kind of work of outside people within the company but outside the core staff of HR Management. So, relationships and responsibility in terms of relations can mean also gaining creative cooperation and developing small working relationships. Of course, another important responsibility is to save costs, or better, controlling labor costs, okay? And also working about different procedures. In this sense, the role of HR Management is a sort of medium between the top management and all other different levels within the company. So HR management can be very useful in order to create this sort of medium. Sometimes HR Management is also in charge of a sort of communication plan. For example, I had to prepare for my service the kind of contacts within the company, and so internal and external contacts in order to define a general communication plan within the company. So in this sense, HR Management and HR staff---the people involved in this kind of staff---were involved also in creating this kind of communication. Last responsibility is related to protecting employees' health and physical conditions, and to create some conditions for well-being. Just to give you another example, during the pandemic situation, HR management and HR staff were very, very involved in facilitating the work of people throughout the so-called smart work, okay? So procedures, processes, and responsibilities. Now, let\'s start on the last part of this lesson today. Let\'s start with the first kind of topic---the pillar that I want to talk about---the pillar related to HR planning process, and also recruitment and selection. Consider that these points are real pillars for a company. HR planning process, first of all. Now, I show a sort of framework that I prepared in order to describe a sort of waterfall effect, in order to describe the processes that are involved in planning. Consider that planning is something that is related also to, as we show, planning, recruitment, selection, and so on---the first part of the life of new people. But in general, in this sense, planning process, we have also the strategic goals of the company about the policies towards people. Business goals: a company defines what needs to be achieved and how. So it is a sort of specific work for top management and also with the collaboration, with the cooperation of human resources management. Once having defined and also, why not, having worked on the strategic business goals, we work on the HR planning. The HR planning is related to the number and type of jobs to be filled, and also to measure HR supply with job openings. Job openings are an important part because, as I said before, sometimes we witness the specific phenomenon of ghost job postings. Because some companies---and I see that this can be considered also a new phenomenon or at least a phenomenon that\'s important and suggested by some experts about HR---the suggestion is for companies first to dedicate, to focus the attention to internal people in order to fill some job openings. Also, in this case, I want to give you an example. I was the manager of a team of about 20 people, okay? And I was also a manager about some projects. Consider that I was and I am---I still am---a project manager about training courses. And sometimes we had some needs. And so, I remember that our first source of people was related to people that were working, for example, in some specific fields, for example, customer service, because we were focused on delivering training courses for our customers. Consider that in particular, the main customer for our service was the people related to the Italian Ministry of Education, for example. And our first source was to hire or to have people belonging to customer service because they already knew the processes related to the context---we have customer service in terms of procedures, processes, and so on. So we were, and they were, facilitated in delivering some specific processes that they already knew. So I see, and in these moments, lots of companies prefer firstly to have this kind of source internally, internal sourcing, we could say. So HR planning means having an idea about the number but also the type of jobs. The job can mean one or more people to be involved in order to fill this kind of needs related to the job, the specific job and role to be filled. We have a job analysis, and we start to collect job information, okay? In this job analysis, we have two different kinds of requirements, we could say: job description and job specification. So the job description is related to job title, eventual duties and responsibilities, the kind of relationships, the know-how that is required, the accountability---so the fact to consider not the result of specific roles but the result of the total team, for example---oh, eventual special circumstances. Then we have also the job specification, for example, a kind of experience that we need, the kind of qualifications that we need in order to hire a specific person, the skills, eventual abilities, knowledge in general, personal qualities, or something also about personal qualities, and eventual special requirements. So what does it mean that for each kind of role that you need within the company, HR management must prepare a sort of scheme, okay? A scheme in which you have a sort of project about this role with the main points that are required. So this could be very important not only for HR management but also for potential candidates because it\'s important that this kind of framework includes some specific qualifications that are important in order for the candidate to present a specific form, okay? So it\'s very important to see this kind of scheme because this scheme must be detailed. Pay attention to eventual schemes that are not so well detailed. After this point, we have, on the basis of this job description and job specification, we have the requirement---recruitment, as we saw, is the specific process by which we identify and attract a pool of candidates. At the end, we have the selection, but consider that the selection is the final action, the final result of this activity. And so after recruitment and selection, we can start again the process, the total process. For example, through some specific feedbacks, we can work on some specific goals. Ah, sorry, Luca. I want to read your message. Well, Luca. Oh yes, yes, yes. And it could be strategic to use this kind of information in a specific step of the meeting. For example, you can also decide not to include the salary amounts, okay? Because, for example, we didn\'t use it in our scheme because it is an important point for candidates. This was information that was given in the second stage of the interview. Nani, yes, my answer is yes. Also because, for example, the European version of CV includes the photo, okay? So I suggest people to include the photo, of course, a professional photo. Just to give you an example, please use for your CV the photo that you could include, for example, in your LinkedIn profile. Let me open a bracket: please use and have a good LinkedIn profile. A good one means that you have all sections that are full of information. Of course, you could work---you could not work, it\'s not important in this sense---but it\'s important for you that you have all sections filled, okay? The cover page, the summary, some general information about you, your experience, your training, your education, and so on, your eventual interests, your references. These are the main points that are very important, or everything that forgives certification and so on, that could be very useful for you as your presentation. And in this sense, a LinkedIn profile could be a good CV, or better, a summary of the CV, okay? I think, Nani, that it is very important to have a CV. Just to give you another example, in this way: in this moment, I am working with a young researcher, Italian researcher---or at least she is from Moldova but working in Italy. She asked me for support in order to present herself in the best way as a researcher, also because she will work in some European projects, and we talked about in the last meeting about the CV and what to include in the CV and the difference between CV and LinkedIn profile. So Nani, your question was the question that I asked for to this young researcher a few days ago. Okay, let\'s return to the presentation. This is the framework related to the learning process and the creation of the specific scheme for job analysis, including the description of the job and also some specifications. As I told you, salary amount can be useful information. As I told you, salary amount can be useful information, for example, to give in a second moment. You could find, for example, a sort of general description, okay? General sentences, not so detailed. But of course, it can be important information to share at a specific moment. A long time ago, I remember that I worked---I made an interview to become the responsible of training of a great consultancy company. A long time ago, okay? More than 10 years ago, maybe even more, and they didn\'t give me this kind of information. And I remember that they told me that it was a specific strategy, okay, to give this kind of information that they, of course, gave me because I arrived at the last step of this interview and selection. And in this moment, they gave me this specific salary amount, okay? Oh yes, yes, I agree with you. Yes, even if, Carla, I say that companies prefer---and also HR, but not only HR---prefer to give a sort of range that can be also to have---yeah, oh, correct. Yes, sorry, I read also salary. I\'m sorry, it\'s late for me. It\'s a long day, so I did not---yes, I didn\'t read it right. Yes, because it can be very useful also because it can speed the selection process, also from the perspective of people, of potential candidates. Yes. Thank you, Carla. Okay. Replacement selection. Sharing this kind of information can be very useful. Consider that this process is---I used to say to all of you, also in previous days---that it is very important to share information. And please remember to make use of us, okay? We are here to give you information, including through our experience and knowledge, and sometimes to find answers to certain details. We need to find more details because it is important for us---for me in particular---but I also give voice to all of my colleagues as teachers. Of course, today we have four different masters, and you will meet lots of different teachers. And our role, believe me, is also to be utilized, okay? In order to be a real support for you---not only through information. Yes, information is important, okay? Because we are masters, we must give you information about specific modules. But as you can see, I also like to answer things that are not so strictly related to the point. Why? Because we are here for this reason now, and allow me to give a lot of information according to our experience. Let me close the bracket. So thank you for all your contributions. There are many of us, so we can have a lot of interesting information and sharing. This is a part of the lesson, remember. Okay, just give me a few minutes, okay? I want to take these lines again: recruitment and selection. Okay. Okay, let\'s start. Let\'s start. Also, I must read a message, okay? Here we are. Here we are. Anyway, don\'t worry, don\'t worry. Yes, it was an internal message for me. Yes, they were ready to connect. I spoke Italian because I received a message from our colleagues from the Delft office. Okay, everything is okay. Sorry for you, but it\'s a sort of different channel of messaging because before the beginning of the lesson, I sent a specific message in order to have all people connected. Very good. Let\'s return to the presentation also because I want to share with you the second video of today, okay? This is an interesting video because, according to the specific process related to recruitment and selection, I found---consider that sometimes I scan the TED.com site in order to find interesting videos that I want to propose to people. And in this case, I propose to you this video that is, at least for me, very interesting about some tips that every company and job seeker should know. That\'s why I want to propose it to you because, yes, I\'m telling you something from the perspective of human resources management, but for me it\'s important for you---it\'s useful for you---to also have this kind of perspective from the point of view of a job seeker, because maybe you could be a job seeker, not actually, but also in the future, why not? So it\'s important to have some information, and in this sense, this video can be useful in order to give you these kinds of details. So, the name of the expert is---in the best way---and I share the screen, okay? Okay, let me check if---yes, yeah. Well, so subtitles---we are ready to watch together this video. Please just give me a minute because I want to give you also the link to share the link shortly. So, if you have any kind of problems with connection, you can watch the video by yourself. Okay, this is the link. So now we are ready to watch this second video. \-\-- Video Transcript: \"So there\'s an interesting thing happening in the labor market. On one hand, there are a whole lot of job openings, and on the other, there are a lot of employers really struggling to fill them. Now, I get this in part because we\'re experiencing an unprecedented rate of change in the nature of work. So many jobs today require new skills. Ten years ago, companies didn\'t need entire teams of data engineers, social media content producers, and sustainability experts. But now they can barely compete without them. But this isn\'t the whole story. Part of what\'s causing this disconnect is the fact that we\'re using outdated practices to fill 21st-century jobs, and it\'s just not working. The consequences are real. My job is to help executives rethink how they attract and retain talent, and more so than ever, leaders are telling me they just cannot find the people to do the work. For some, this means their strategic priorities are put on hold, and for others, their products are delayed to market, and their revenues take a hit. But I think there\'s a fix. We just have to find a way to unleash the talent that is hiding in plain sight. And by doing so, we can help our leaders and managers shift their focus from stressing over unfilled positions to helping their teams deliver value, and we can help employees and candidates find the opportunities to advance their careers. So here\'s how I think we do it. Okay, leaders and managers, step one is on you. Before you post your next job opening---or your next hundred---do us all a favor and figure out what work actually needs to get done. I\'ve seen many job openings that look like they should belong in some kind of comedy show because the list of requirements is so ridiculous. The ideal candidate must be able to manage a billion-dollar P&L, code like a 20-year Google veteran, build advanced forecasting models, design beautiful PowerPoint slides, directly engage with the board of directors, and, oh, of course, do all other duties as assigned. So as leaders write down every single thing that their ideal candidate must be able to do, there\'s really only one kind of candidate that can do all those things: a Pegasus. So, if you want to find the right real-life person to do the job, perhaps try a different approach. Figure out what work needs to get done and design the profile based on that. Okay. Now we know the work that needs to get done, so we can start screening candidates in instead of screening them out. I\'ll be the first to admit that going through thousands of résumés for a single job opening is intimidating. So it really doesn\'t bother me that companies design processes to quickly filter out unqualified candidates. But what does bother me is the criteria that they use to screen, which is often archaic, easily identifiable things like time in role and degree requirements that are not always predictive of success in the job. You know, I bet there\'s someone listening to me right now who hasn\'t applied to a job because the requirements section said you needed five years of experience and you only had four. Lucky for us, there are some big-name companies working to address this. IBM, for example, has removed degree requirements from 50% of their U.S. job listings in order to widen their talent pool. But I think we can do more. BCG recently worked with a wealth management firm to figure out what predicts success for incoming financial advisors, and the results were kind of interesting: High GPA: Important. Top school: Not important. Past client and sales experience: Not important. Past call center experience: Not important. Past experience working on a team of any kind: Important. So, of course, we have to remember that great candidates don\'t need to check every single thing on the list, and that\'s okay. In fact, hiring managers at companies like Seagate Technology look at internal candidates first, and they focus on the 70 to 80 percent of skills that matter the most. Then their upskilling programs help candidates get from 80 to 100 percent. One word of caution here is to check your own biases. If you\'ve only hired people that have fit a narrow mold, you\'re going to have to look outside your team in order to get this right. All of this is a little bit like dating to me. You may think that you need someone who\'s handy, who can cook, who loves camping, who wears designer clothes, and, well, nowadays, plays pickleball. But in reality, perhaps the ideal partner is actually someone who can make you laugh and gets along with your family. The dating metaphor is actually perfect for my next piece of advice, which is this: To up the odds of a good match, start with coffee. If you\'re a manager or candidate, don\'t feel like you need to jump into marriage or even commit to dinner. Why not start with coffee? This is the concept behind micro-internships, which are small-scale paid projects usually completed by college and graduate students. For companies, they actually provide a lower-risk path to hiring and allow them to reach students in schools that they otherwise might not have looked to. Talk about finding hidden talent. Among those experimenting with micro-internships are companies like Microsoft and PepsiCo. We\'ve talked a lot about talent hiding in the hiring process, but surprise---there\'s so much talent hiding in your organizations. So my recommendation to everyone---managers and employees---is to look beyond your floor. I recently worked with a large company going through a reorganization, and they designed logical groupings of job postings and drafted responsibilities for each role. But when it came time to staffing, interestingly enough, not one single person suggested an opportunity for a candidate outside their team. Now, more often than not, the talent you need actually does exist in your company. You may just need to look to a different floor. In fact, in the early days of COVID, Unilever moved 9,000 people to new internal roles. So if they can do that, I\'m pretty sure you can find the person for your one job opening somewhere in your company. And if you\'re listening to this and feeling frustrated by the lack of opportunity in your current role, perhaps it\'s time for you to start to tell people outside of your team that you\'re ready to try something new. Now, there\'s a flip side to looking beyond your floor, and it\'s this---and here\'s my ask of managers and leaders: While it\'s very natural to want to hold on to your rockstar teammates, doing so may actually keep them from their dream job. So please let your people go so they can grow. Sixty percent of people who left their jobs recently cited the lack of career advancement as one of the main reasons for leaving. So leaders, please don\'t think you can keep someone in the same role for years without expecting them to leave. That\'s called talent hoarding, and it\'s not okay. And on the other hand, companies that actively support their talent to move internally report more diverse, innovative, and effective project teams. So while it might be hard to support someone who\'s ready to move on, trust me when I say you absolutely should. I know there\'s a lot going on in the labor market, and these five tips are not going to address everything. But we\'re never going to discover something new if we keep using the same lenses we have for decades. So perhaps the way to discover hidden talent is as simple as taking a fresh look. Thank you.\" \-\-- \"Okay. Again, I ask you to write in the chat for this last part of the lesson together---to write your ideas about the main points. Of course, I prepared some slides that you can find in the presentation about a sort of summary of the five tips, but I just ask you for your ideas and, in particular, what kind of things had any impact on you while watching this video, okay? We collect information, and I read your comments in the chat. What are the main tips that emerge from this kind of video? Let\'s bounce around the main points. As I told you, this video, for me, is important to be watched having two different perspectives---from the perspective of an HR manager and also as potential candidates, okay? Because for me, one---and it takes some time to write it out. Okay, don\'t worry, please, please. Yes, yes. Of course, last week I had an interview. I had to send my résumé for this role. So I\'ve been---the second time---the interview, and the one that was interviewing me told me that at the moment, we are struggling to find people who fit five out of five. So they told me, \'I know that you don\'t have all of what we require for this job opening, but at the same time, we have stopped looking at it that way. We want more to consider candidates that are willing to learn things and not just tick our boxes.\' So, Dimitris, if I understand well, this is in line with one of the most important tips about this point, no? The fact that maybe we don\'t need to satisfy all requirements, as Andrea writes in the chat. Exactly. It is very important because things change rapidly around us in the industry, so it\'s very unlikely to find the candidate that has all of the potential that they need. I think that they are willing at the moment to evolve a person, to help them grow within their company, rather than try to find the perfect candidate that may not exist at the end of the day. Thank you, Dimitris. Consider that now I add also some information about my activity and my work with some companies. For example, talking about this point with a human resources manager, or at least a person that is involved in recruiting people, they told me, consider that, for example, in Ferrero---I worked with the team focused on recruiting people in order to have a specific role within Ferrero---they told me, \'For us, it is important that people have a specific mindset. Then it is our role---it is in charge of us---to train people from a technical point of view.\' So I can tell you that, according to my experience, this is a new window on your space or interview. Carl, I agree with you because I think that over-specifying requirements probably limits the choices; it\'s a framework that is too rigid. Asher (I hope I pronounced that well), I agree. Yes, yes, but it\'s important to define the right description, also because we have to face and we have to deal with the cost per stick. So that\'s why it\'s not easy to prepare a good scheme. We must prepare the scheme that is useful in order to have enough idea but not too rigid. Dalia: What I find most interesting is why employers or HR do what they do in terms of employee hoarding. Everyone knows talent will leave if they---yes, also because it\'s a specific reason why people quit. Now it has become more clear. Maria: To give opportunities, look below your team. It\'s a way to be a better learning area. It\'s not easy; it\'s quite challenging, according to my experience, direct and indirect. Maybe this is the most challenging tip in this sense, in order to satisfy. Mariana: Because I recently lived an intense application phase and job hunting, I find very aligned with the first part when she commented on crazy job descriptions. People don\'t feel like applying, and when some do, as I did many times, they can get frustrated over automatic rejections for screening out eligible candidates. Okay, thank you for your comment. Anyway, the lack of career growth---yes, yes, because it is a specific reason why people quit if they don\'t feel they have the space to grow, okay? Very important. It\'s not only---yes, offers. I will show you a specific list of reasons why people quit the company, and of course, money and compensation benefits---economic compensation, economic benefits---are important, of course. But according to my experience, I think it is important also to have this kind of direction, to have this kind of space, to feel that it is possible to have this direction. Thank you, John. Okay, with Mariana, you agree with Maria and Juliana: incentivize people to grow in the company, shift people in different positions. This is another part, another anecdote. Okay, in my experience, I had within the company---I had experience with company career shifts because I entered as responsible for planning activities, but because I had good skills in public speaking, I became the account manager for one customer. Then, working with this customer and working also with technical colleagues, I had the opportunity to shift, okay? So I believe in the importance of working within the company, also having this kind of roles, and this means this kind of skills. And believe me, these skills I used also to work better outside the company as a consultant and also now with our business school because I\'m talking to you about human resources management that I lead, working from another situation, another position. This means having cross-company experience. For example, for the module for the Master of HR Management, they deliver also the module called Cross-Career Experience, which is the opportunity to have specific roles within the company, also in different sectors, in different fields. This means having more skills; this means having also more opportunities to grow. My thoughts: Juliana, people also have high expectations to grow fast. Yes, Juliana, and this is important. That\'s why I appreciate your contributions, because today we have different kinds of perspectives. I give you the perspective of HR management, but you give me also the perspective of people working within companies, okay, not related only to HR management, because I see---and this is my impression---that sometimes, working now as a consultant for HR management, sometimes we have too much expectation about how to grow, the time. I think that it is important also to spend enough time in a role in order to collect enough information. This is useful not only for our career but also for our skills, okay? Maybe it\'s more important than having a rapid career. Mariana: Also, letting people grow is beautiful. Yes, because it\'s also a particular answer to some rigid perspectives of some leaders that don\'t want to let people go---not only outside but also in other roles within the company---because they are of so much importance. Everyone is useful; no one is indispensable. Onar: HR searches for more experience in their job-oriented people with knowledge and not for status; they need to accept people outside of their comfort area, let\'s say, and give chances. But, you know, diamonds are probably hidden within the company. Yes, but, you know, yes, it\'s mine because I think also of my kind of experience, but it\'s another story. I don\'t want to bother you with my story, okay? Things---that\'s how companies should operate, but many don\'t already; they have poor management, and this is another important story, okay? Because, in general, management must be prepared. This is also a specific responsibility for top management. Career growth is key. Yes. Tolu: I think it was a good idea to try to look for metrics other than education and work. Yes, yes. The fact being a specific list---you know, important, not important, and so on. Oh yes, someone with fewer years of experience can have a higher skill level for the task than someone with five years. Why not? Yes, it\'s the quality, not only the quantity. And also, this is another important point that is related to these tips. Let people grow---the growth of people within companies is directly linked to the growth of the company itself and the quality of leadership within the company. Okay, I\'ll add this comment. Simone: Women only apply for a job if they match 100 percent of the job description, versus men---they apply as soon as they match a couple of keywords. This is an important point also about gender differences. Very important. Thank you for your sharing, because I didn\'t know this kind of statistic. The most important problem is we have few experiences; many companies ask for huge experience. Yes. Claudia: Another problem I relate to the experience happens when companies demand a lot of experience, and when you apply with less experience, they offer you a lower salary, leading to unsatisfied employees. Yes. Okay, thank you very much. John: Sometimes in job descriptions, required and desirable skills are mentioned. Yes. Should we apply when we don\'t have desirable skills? My suggestion is yes, because I think that you could have a meeting in order also to see if these requirements are really desirable or not. So I suggest yes. Why not? Because it could be something that---maybe it\'s not something about negotiating, okay, but can be also useful. Okay, I ask you also---for example, a few days ago---of course, I have a CV, of course I have, and I responded to some positions, and I responded to a position because it required specific experience about a specific topic. The topic was storytelling. I decided to respond. They asked for more than 10 years in this specific topic, but according to my idea, I have only more than five---not ten. I responded. And in the letter of my presentation, I told them, \'I have more than five years, not ten, in this specific topic, but consider that I have delivered public speaking courses since 1998.\' Okay, we had an interview, and I was selected in order to have this kind of experience---more than 10 years---because they told me, \'We consider storytelling as a part of public speaking activity.\' This is an example, John. So my answer is yes, okay, to your question. Character: Let me read again. An eagerness for personal and professional development, leading to good salary and benefits, sounded like me. Okay, someone, thank you very much. Sounds like an interesting approach. Yes. I agree with you. Yes. I use also an example because, believe me, a few days ago---yesterday---I received the answer from the company. Juliana: How many times has having the right personality to engage with the team, company, and culture resulted in better performance than having the right hard skills? Is this the trend that companies--- Juliana, I cannot tell you that this is the actual trend, okay, because we must work on different levels with different companies. But---and this is why I proposed this specific video---I am witnessing a new opening, okay? And in this sense, the opening is to select and to choose the person more than the CV, we could say. So I cannot tell you that it\'s an actual trend, but I am witnessing this---maybe not so quick but a slow tendency and trend, okay. Thank you, you are welcome. Of course. Oh yes, we are talking about this fact. Thank you very much. It\'s a sort of square. Okay, the chat is a sort of screen where we can contribute. Okay, guys, we have arrived at the end of this lesson. I just want to add something, but I prefer to leave this part---how to build the job description---to the lesson on Thursday. Why? Because I need more than three minutes. I thank you because we built this lesson together. Oh God. I am a motivator and I am a coach, so I hope that this can be not a dream job but something that can be an opening for some companies. Another round of this sometimes quantity process. Yes. Later. Oh yes. I want to save these comments. I thank you because I save these comments in order to give you a more structured muscle structure. Okay. As the idea before with---or a way that they comment by immigrants---because it\'s very important. Also, because Carlo, don\'t forget---because I didn\'t tell you, but I want to tell you now---that in my career, I had to---believe me, sometimes to survive is better---to face some restructuring, and I know that restructuring is quite difficult, it\'s quite challenging. In this lesson, I just wanted, and also why not in the next one, to give you some information about some openings. Of course, at this moment, I know better the situation in Italy, but because I work with Italian branches of corporations, working with some instrument managers and some people belonging to the staff, I have also direct experience of the corporation. So questions about also different kinds of geographical areas. For example, I work with Verisure, which is a Spanish corporation. I work with Honda, which is a Japanese corporation. I work with groups that are more based on France, on Germany, and so on. So I remind my experience with an American-based corporation, but I have also direct---not about me in terms of a role but as a consultant--- with different kinds of industry areas, and also industry areas in terms of geographic area. So I want to give you an answer, Carlo, better elsewhere on Thursday. But on Thursday, we will focus more also on requirements description, and we will talk about another important point: onboarding and retention. Because at this moment, we have to talk about the process---the beginning of the process of hiring new people---and also how to retain talents. Okay. Thank you for your time because we built this lesson together. Believe me, we are a lot, and you gave me a lot of interesting contributions. Also, why not to be challenging for me, because I like to be challenged, okay? And also to talk about some topics that for me are very important. Thank you very much. Have a nice evening, and see you all next Thursday. Believe me, with lots of challenging things for me. Okay, bye. Thank you. Thank you.