WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the twenty-second in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question.

Kevin Campbell, Chief Executive Officer, Syniti

As CEO, Kevin drives the growth agenda of Syniti with poise and at ease. With a solid track record in driving growth at scale, Kevin joined Syniti, formerly BackOffice Associates, as president, global consulting and services April 2018, and was named as CEO in February 2019.

During his 20+ year, 2-term tenure at Accenture, he was Group Chief Executive for Outsourcing and Group Chief Executive Technology where he drove double-digit growth. Kevin was also CO-COO for Bridgewater Associates and COO for Oscar Health based out of New York.

As CEO, Kevin’s leadership remit here is simple: Inspire and empower those around him to deliver on the business’ vision and purpose. He oversees all aspects of our operation while also taking every opportunity to engage with customers, partners, and employees on the ground around the world.

At home and in relaxed mode, Kevin devotes himself to family life and the resulting bike rides and activities that come with such a commitment. He also coaches his children’s sports teams and can often be found at various sports fields hurling encouragement. This has even been turned in to a group activity when they attend Atlanta United FC as season ticket holders. Go five stripes! (more…)

Study: Remote workers are happier, stay in their jobs longer, and work more hours than on-site employees

Facebook

Twitter

By Brit Morse

In recent years, businesses increasingly have offered remote work arrangements to keep employees happy and productive. Now, a new study has quantified just how appreciative remote workers really are–and how much your company stands to benefit.

Video conferencing company Owl Labs surveyed 1,200 U.S. workers between the ages of 22 and 65 for its 2019 State of Remote Work report, and found that employees who regularly work remotely are happier and stay with their companies longer than on-site employees. Of the more than 1,200 people surveyed, 62 percent work remotely at least part of the time.

In the study, released on Tuesday, full-time remote workers said they’re happy in their job 22 percent more than people who never work remotely. The reasons respondents said they decided to work remotely were better work-life balance (91 percent), increased productivity/better focus (79 percent), less stress (78 percent), and to avoid a commute (78 percent).

Not surprisingly, Owl Labs also found that employees are more loyal to companies that offer them increased flexibility. The remote workers surveyed said they’re likely to stay in their current job for the next five years 13 percent more than on-site workers did.

Not only are remote employees happier, but they are prepared to work longer hours, according to the report. Remote workers said they work over 40 hours per week 43 percent more than on-site workers do.

The report also revealed other differences between remote and on-site workers, finding, for example, that remote workers were more than twice as likely to earn more than $100,000 per year. And the higher they were on the corporate ladder, the more likely survey respondents were to have the privilege of working remotely: The job levels with the greatest percentages of remote workers were founder/C-level (55 percent) and vice president (46 percent).

Source: Inc.com

VP BPO Sales-Property & Casualty Insurance

Facebook

Twitter

Vice President of Sales will be responsible for cultivating our clients presence in the market and creating business opportunities with new clients. It is expected that the successful candidate will bring significant experience and has established relationships in the SP&C) North American markets. The successful candidate should be motivated by winning financial incentives as well as career growth.

The AVP/Vice President, Sales will:

Be responsible for the sales cycle; from deal origination to closure (signed contract) to successfully transitioning it to the Account Manager team
Bring an understanding of the marketplace and competitor offerings to drive growth strategy and investments
Be responsible for New logo sales and account acquisition
Be responsible for significantly growing the presence and revenues in the P&C North America BPO market
Work closely with Industry Business Heads to target named accounts, new business strategies, and high value / high clients
Build a predictable pipeline of new business to generate repeatable and profitable revenues across the various Business Units
Develop and execute a Go-to-Market Strategy to hit revenue targets.
Execute go-to market plans via targeted campaigns and other sales channels including advisors, influencers, conference attendance, industry events, etc.
Collaborate and develop 3rd party and advisor relations to build credibility in the geography
Propose, submit, and handle proposals with full ownership and accountability. Work closely with the sales support teams to ensure high quality of all proposals.
Bring substantial experience in working with C-Suite executives within the P&C North America domain markets. Typical sales processes include discussions with, Chief Operating Officers, Chief Marketing Officers and Chief Financial Officers.
Big-deal experience – proven experience in closing deals with ACV > $5M and TCV > $20M.
Play a leadership role in “hunting”, signing and developing luminary/marquee client relationships. These contracts are typically large, complex multi-year deals that require a savvy sales executive accustom to longer sales cycles.
Balance multiple, concurrent deals to achieve challenging growth targets.
Effectively identify and translate client needs into services. Develop an understanding of customers’ business needs, matching them with capabilities, and developing winning proposals
Be a key intermediary between the service delivery team and the customer.

(more…)

Account Leader

Facebook

Twitter

The Account Leader is responsible for all client interfaces within the assigned account scope. S/He works together with his/her manager to build an account plan and is responsible for client management based on the account plan. Usually, the Account Manager handles multiple accounts or a large account depending on the value. He / She is responsible for Revenue Growth within these accounts.

Responsibilities

Client relationship management –managing relationships with operational client personnel – those directly involved with the client’s presence
Responsible for a portfolio of USD 15-18MN + driving revenues within the assigned account scope by being the owner of the entire Opportunity Management cycle: Prospect-Evaluate-Propose-Close. This involves identifying business opportunities, selling concepts to the client where required and influencing the client to give additional business based on demonstrated capability and past performance.
Conduct research as well as competitor analysis, create proposals / pitches, validate estimates / effort, deliver client presentations and negotiate with clients.
Client delivery assurance – assuring the client of Tech Mahindra commitment and driving the delivery process by working collaboratively with the Program Managers in the Business Unit
Collaborate with the Program Manager to address all people or infrastructure related issues that may be affecting the delivery of the project vis-à-vis the specific client.
Balance different projects running for the client that may involve different Program managers or horizontal competency units’ resources.
Work closely with the Solutions Leader / Middle Office to build customized solutions pitches for the target account and driving the revenues and delivery of these solutions to the account scope
Account Planning and Governance – completely responsible for all Client Management processes – Plan-Sell-Deliver-Manage.
Build an Account Plan for the account scope – with details of the relationships required, the opportunities that have to be chased, and the revenue expected from such opportunities, as well as potential threats and weaknesses that need to be addressed
Pricing decisions within the scope of the Master Services Agreement
Middle Office proposal support for new business development outside of account scope
Provide necessary input for building future alliances with relevant product vendors

(more…)

Leadership assessment: Do men and women influence differently?

Facebook

Twitter

By Darleen DeRosa

Do men and women lead differently in the workplace? Based on much of the research, the short answer is “yes.” Although the gender leadership differences often align with the stereotype that women lead with a more interpersonal style and men with a more task-oriented style, it appears that gender does play a role in leadership style and preferences.

Because a leader’s success often depends upon their ability to gain the support and cooperation of people who frequently have competing priorities or conflicting goals, OnPoint Consulting wanted to understand what gender differences, if any, exist in how leaders use influence. To help answer this question, we used a 360° feedback questionnaire to collect data on the influencing skills of 223 leaders (116 men and 107 women) across organizations and industries.

While the data pointed to some significant differences in the approaches men and women use to gain others’ buy-in and support, we also uncovered some surprising similarities. The following is a summary of our findings.

Most Effective Influence Tactics
Our previous research on influence identified 11 influencing tactics used by the most effective managers. We then grouped these tactics according to their effectiveness in gaining others’ support and commitment—most effective, moderately effective, and least effective tactics. The four tactics that are most effective in gaining commitment from others are: (more…)