How to Win the War for Talent with Stacy Feiner

What exactly is the key to creating a great workplace? Could it be boiled down to one thing? It’s doubtful. Too many factors play into the creation of a great place to work. That said, a strong talent management strategy is absolutely one of the key factors. Without a strategy to acquire, develop, and deploy, according to Stacy Feiner, then your organization is leaving too much to chance and risks creating a frustrating, at best, work experience. In terms of acquiring talent, Feiner says, “Create an experience that is respectful and positive for every candidate regardless of hiring decision.” According to Feiner, you need to have a game plan for your Selection Touchpoints so you can hire the best talent for your organization.

Within the three corridors, Feiner’s words, acquire, develop, and deploy, are nine Centers of Excellence you need to develop to best position your business for success. (See image below)


In this episode of Work That Matters, I talk with Stacy Feiner about the Three Corridors, the mindset necessary for strategic talent management, and break down the Talent Inventory Center of Excellence.

No matter the maturity of your talent management strategy, you’re likely to find some insights to help you better position yourself for the talent wars already in progress. As Feiner explains in the interview, the lifecycle of your business needs to match your talent management strategy.

Connect with Stacy Feiner

Stacy’s Website

Book: Talent Mindset


Change Leader | Speaker | Writer Co-founder and CEO of ExchangeGain. Passionately explores the space where business & humanity intersect. Promoter of workplace optimism. Believes work can be a source of joy. Top ranked leadership blogger by Huffington Post. The Optimistic Workplace (AMACOM) out 2015

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    Companies need to have a strategic talent process in place. That way, when a position becomes available it doesn’t turn into a scramble to fill it. There should already be talented professionals in the pipeline.

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    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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