StrategyLeader® L.A.T.I.N                 Talent

"Deep strong homegrown bench and continuing investment in "people development" but a willingness to discard those who don't make the team". The historical winners have been able to attract, develop, motivate and retain a strong team. This means that they were willing to train and motivate and not just rely on "hiring from outside". Many believe that this is too expensive and that it makes more sense to just hire and fire when needed and not invest in training and development. It has led to what I call the "contract worker" mentality. I strongly believe that this is wrong and that having strong and deep, up to date, bench is more economical and effective in the long term.

What Happened to Succcession Planning?

Succession planning is a vital part of a Leaders job. Early in my career I graduated from the General Electric Human Resource Development Program and served as an executive recruiter. I learned that it was vital that any successful organization develop “back-up” candidates for all key strategic positions. Obviously this is not practiced today. Almost all of the major companies and organizations seem to rely on “headhunters” to find replacements for CEO and senior management. Even the Jesuits can’t fill their University President positions with Jesuits. The result is that organizations often lack continuity and even competitive position while the new individuals LEARN the system, strategies and culture. Another example of the CONTRACT WORKER mentality.  VISIT

Adjunct Professors

Most of the University and Colleges rely heavily on "adjunct professors" to teach. In some cases, this may account for 80 to 90% of the faculty. These adjuncts are paid low wages and give the courses that the full time professors either can't or won't teach. I was an "adjunct" for over seven years and enjoyed it but I can tell you that I was working for below minimum wage and often not provided the resources required. Early I had to find chairs to fill the classroom, had to move the overhead projectors and hope that the computer systems worked. In addition I had classes of 40 to 50 students in a top level senior course that should have had a maximum of 20. Since the students paid over $2000 for the course the University was generating over $80000 to $100,000 per semester. This was clearly a "cash cow". In the past few years, "adjuncts" are forming unions and demanding not only a reasonable salary but more "respect". I enjoyed teaching and even miss it now...but it is clear that the "adjunct" system needs to be revised. 


The same thing is happening in healthcare. Many healthcare providers have been forced, becasue of poor economics, to close their practices and become "hospitalists" in larger healthcare centers. In this case they provide their patient lists to the hospital and become "employees" of the institution. It has been reported that many of these individuals find that the work load is heavy and the rewards are limited. Like adjuncts they are not rewarded in either compensation or status...even the name is a "put down". 

The message is that both higher education and healthcare organizations must learn that they can't take advantage of those who want to contribute, often have superior skills and know-how and have a viabrant, healthy work environment. They must refocus on have LOYAL, DEDICATED EMPLOYEES and not CONTRACT WORKERS.