From the Editor
Is talent hoarding a problem at your credit union? It’s tough when you’re a manager with a great employee that you don’t want to lose. You may be tempted to keep her where she is, working hard for you, instead of encouraging her to consider the next steps in her career path.
In episode 60 of the CUES Podcast, Annette Matthies, founder/CEO of Aspen Edge Consulting, discusses why talent hoarding is a big problem and why high-performing organizations are less likely to be guilty of it.
“You have to start looking at your employees,” says Matthies. “What are the programs we have in place? How are we supporting growth and development? You want to also look at a formal career pathing program—having career planning written down for employees. … It’s something you’re going to need to invest in.” You can listen to the podcast at cues.org/podcast60 and learn from Matthies in person at Directors Conference, Dec. 2-5 in Hawaii.
At CUES, we are a little obsessed with talent development. That’s because we know that your people are your strongest assets and that high-performing organizations focus on employee development. To that end, next month we are launching CUES Consulting : Talent Development, a program to assist CUs that need guidance and resources for identifying and developing potential leaders. “This is a facilitated talent development program with the goal of helping organizations recognize who their high potentials might be and then helping them develop these individuals by focusing on the characteristics, competencies and behaviors that they need to succeed in leadership roles at their credit union,” says Jennifer Stangl, CUES’ director of professional development. Read more about high-potential employees and how credit unions are developing them in “Growing Future Leaders”.
This stuff is not easy, and it takes time—something that credit union HR employees don’t have to spare. Would it make your job easier if you could accurately predict which candidates would perform best in an open position or a management role? What if you could predict which employees are most at risk of leaving for another job?
Those are two scenarios where artificial intelligence could impact HR. Our cover story, “Humans Versus AI,” explores how machine learning is affecting hiring decisions. While it might be fun to fantasize about a robot finding your next perfect hire, experts agree that AI will never replace the human “gut” element.
“Ultimately, a human being must make the decision,” says Chris Hartman, global development officer with Allegis Group, Hanover, Md. “If experience and additional data sources lead the HR professional to make a decision that diverts from the direction the AI results are pointing, that is a very acceptable result and how the process should work.”
AI may be more helpful in the near term in predicting CU staffing needs, staying on top of compliance and automating routine tasks like approving time-off requests. What do you think about AI’s potential? Email me at email@example.com.
How does your credit union identify and develop high- potential employees? Email your answer to firstname.lastname@example.org.