Talent Recruitment at Frog Design Shanghai - Case Study Example

Part 1

As Eccles, Edmondson and Chu 2013) express, frog design Shanghai studio requires four more director-level staff, as the existing management team was stretched out. The position-holders are to take on specific responsibilities in the firm. Human resource is the firm’s most vital avenue for corporate growth and general competitiveness. The ideal candidates are being sought for the four positions of: human resource, business development, program management, and creative disciplines According to frog Shanghai’s ideal candidate qualities, prospective candidates need to possess the ‘East-West bridge’ capacity, be Chinese, be a thought leader and also be government savvy’ (Eccles, Edmondson & Chu, 2013).

Ideally, the ‘East-West bridge’ capacity is concerned with a greater global experience, with the candidates having worked across diverse cultural settings. The nurturing of teamwork is critical, in addition to having the capacity to socially interact with diverse clients, customers and other stakeholders. In relation to the aspect of ‘though leadership’, the firm places priority on having strong, pragmatic team leaders. In addition, there is need for the shortlisted candidates to be ‘government-savvy.’ Furthermore, preference is placed on existing local (Chinese) talent (Eccles, Edmondson & Chu, 2013).

In addition, the creation of the desired ‘perfect’ archetypes is perceived as a key recruitment-benchmarking standard. The four archetypes are the Technovator, the Specialist, the Master of Osmosis, and the Inspired Mind. These capacities are aligned to the firm’s corporate strategy as a global innovation firm. The technovator is uniquely placed as a local with a background in engineering and manufacturing. A core ‘desired’ capacity is the understanding of differences and similarities in approach methodology to innovation between the West and the (PRC) local contexts (Eccles, Edmondson & Chu, 2013).

The ‘Master of Osmosis’ possesses desired skill-sets and expertise such as content expertise, expertise diffusion, and industry verticals. S/he is able to ‘diffuse’ knowledge gained from other quarters to his/ her team, therefore enhancing knowledge transfer. The ‘Specialist’ is an individual who possesses vertical industry knowledge, whilst also having skills in client management. The ‘inspired mind’ is able to conceive and bring out novel creative approaches to his/ her team. S/he strengthens both individual and team effort towards innovation. Successful candidates need to understand novel approaches to creativity, engineering, and research (Eccles, Edmondson & Chu, 2013).

The choice of hiring also entails a prioritization of the candidates, in relation to the firm’s phased hiring procedures. Accordingly, I would recommend that the hiring procedure first select the Human Resources Director. This is informed by the need to first relieve current management of the necessity to also be involved in the hiring process. Secondly, as Finkelstein, Hambrick and Cannella (2009) convey, people (human resource) are the core element within organizational settings, possessing the inherent capacity to continuously generate value.

Of note is that all other organizational variables only offer inert potential towards value creation, with the human resource capacity enabling the subsequent actualization and hence greater competitiveness. Accordingly, the HR environment informs other organizational choices, based upon factors such as the need to respond to prevailing competition on a global-scale; need to consider economic factors like prices, inflation, austerity measures, and wages; the prevailing regulatory measures; current political and technological trends, as well as socio-demographic trends (Finkelstein, Hambrick & Cannella, 2009).

HRM needs to continuously respond to prevailing changes in the business environment. The aim is to create a committed, energetic, and motivated workforce that is aligned to existing business strategy. Key capacities in HRM include: workforce recruitment and subsequent selection; engagement in performance management; development of staff through career management; enhancement of employee relations; the grounding of equality in the face of corporate diversity, and ensuring corporate development and competitiveness through provision of pertinent reward systems (Bassi & McMurrer, 2006).

HRM is the distinct approach taken in employment management. Lewis and Heckman (2006) note that the approach seeks to gain competitive advantages through utilization of strategic deployment of highly capable and committed workforce through a range of structural, personnel, and cultural techniques. Focus is placed on enabling an alignment of existing employee frameworks in the aim of: enhanced organizational branding; attracting and managing professional talent; effectively linking HR practices to prevailing enterprise strategy, and indicating business mastery and professional (expertise) knowledge input (Lewis & Heckman, 2006).

Thus, every HR Department inherently is required to engage in four core roles as the employee champion, business partner, leader and administrative expert. The administrative expert role-play is concerned with functional application of required professionalism, design, and subsequent execution of HR practices. The employee champion role is concerned with ensuring employee needs are met vis-a-vis the nurturing and development of the workforce. The business partner role is concerned with strategic HRM, especially as a change agent. Lastly, the leader role is concerned with all roles carried out with due consideration for both corporate governance and strategic thinking (Ulrich, Younger & Brockbank, 2008).

Accordingly, based upon provided literature, for the position of – Human Resources Director – I would recommend Ada. The choice is based on her academic and professional input, as well as her energetic capacity, outgoing nature, confidence and general expertise as very qualified personnel (holder of a master’s degree in HR). Furthermore, having undertaken her studies at a local university – the Fudan University of Shanghai, Ada is very much in touch with the prevailing socio-cultural aspects dominant in the Chinese setting. Hence, she provides a good choice, as she is able to identify local talent, having had previous HR experience (5 years) in the highly innovation-dependent semiconductor sector.

The second position I would recommend to be filled is the Business Development Director. This position is essential to the eventual success and competitive edge of the organization. The role is critical towards support of enterprise development engagements, thus a suitable candidate is required to possess solid communication and sales skills, as well as a proficient writer. In addition, other pertinent skill-sets include the capacity to bring in enterprise and related sector knowledge, with subsequent capability to develop vital messages based on the data accrued.

The data is gathered from engineering, business development, program managers and designers, hence requiring that the potential position-holder portray ‘though leadership’. The capacity enhances the firm’s ability to place priority on strong teamwork and leadership. Teng (2007) conveys that the role is essential towards efficient management of enterprise development process inclusive of: idea generation and positive leading, broad collection of pertinent prospect requirements, correct progression of ‘proposed’ prospect solutions, and the subsequent successful presentation of proposed solutions in terms of proposals and REP responses (Teng, 2007)

The position places priority on the acquisition of new customer bases, as well as the sale of existing and novel brand products and/ or services. Ulrich, D. (1997) asserts that the role is critical towards future organizational expansion prospects vis-a-vis the requirement to enhance general diversity of existing clientele. The suitable candidate as a professional is therefore required to be responsible for the identification of sales leads, positively pitch brand products and/ or services, and maintain positive interrelationships with company clientele (Ulrich, 1997).

Sales leads are often explored through planning and subsequent overseeing of novel corporate initiatives. Of importance is maintaining of healthy relationships with current and potential clientele. In addition, documentation of existing project developments is required, as well as subsequent feedback to corporate executive management. Finally yet importantly is having strong IT influence and communication, with the capability of tackling tough problems and possessing creative talents.

Accordingly, for the position of – Business Development Director – I would recommend Thomas. As an entrepreneur, he is business-savvy with his time in China as a business owner enabling him become ‘government-savvy.’ Furthermore, as a foreign entrepreneur, he is able to positively provide the desired ‘East-West bridge’, adding to his obvious capability as a ’Master of Osmosis.’ He clearly possesses the desired skill-sets and expertise such as content expertise, expertise diffusion, and industry verticals. He also portrays the capacity of a ‘Specialist.’

He possesses vertical industry knowledge, whilst also having skills in client management, because of his diverse enterprises, and understanding of the language of innovation in the PRC. Accordingly, he is able to take up an already existing vertical and further enhance the successful interaction across diverse disciplines and business units (Eccles, Edmondson & Chu, 2013). The role of the Business Development Director is fundamentally linked to that of the – Project/ Program Management Director – based on the main work/ role-play at frog Design.

Therefore, the third position I would recommend to be filled is that of – the Project/ Program Management Director. Given that the entire firm’s major work is in terms of project undertakings, the position would be ideally filled next. The position-holder plays the vital role of providing general account leadership by nurturing executive-level relationships aimed at enhancing the firm’s capacity as a strategic advisor and design expert. The capacity requires continuous engagement with existing clientele, more so towards long-term, mutually beneficial results to all parties involved.

In addition, the position-holder needs to be a team leader, enabling his/ her team progressively tackle the projects at hand, whilst providing client support in relation to project progression. S/he needs to be able to develop and implement pertinent PMO policies and processes, in addition to working with other department leaders, and directing project management staff (Campbell, & Hirsh, 2013). Interaction with other department leaders is aimed at defining, prioritizing and developing pertinent programs and projects aligned to the firm’s strategic goal objectives.

Accordingly, for the position of – Project Management Director – I would recommend Jonny, despite the limited (5 years) experience he has gained in product management. Importantly, as a foreign expatriate having worked in Shanghai, Jonny is not only a technovator, but also a specialist in creative arts (software development). He has a level of vertical knowledge of the innovation sector and would be able to share knowledge gained from other quarters and ‘diffuse’ it to his/ her team. Having worked for a leading software entity, Johnny is equipped to enhance existing teamwork/ effort as a sort of ‘Master of Osmosis’ through the desired skill-sets and expertise.

Last in line to be recommended for filling would be the position of – Associate Creative Director. The role is essential in overseeing the day-to-day project activities of existing teams. Be it a single project or multiple undertakings, the position role essentially cultivates conducive environments in which sustained professional growth and creativity are achieved. The role is to assist creative directors, about team effectiveness, client relationships, and importantly, design direction through a hands-on approach to prevailing project undertakings.

The role is to assist in the effective management of various processes essential in generating creative, high quality brand advertisement and promotional materials by establishing and maintaining high levels of internal quality, creativity and innovation. S/he acts as a client liaison to project undertakings, effectively responding to any issues, inquiries or requests in a timely fashion. The role needs a ‘thought leader’ who is able to nurture employee creativity via provision of opportunities, guidance and direction on project undertakings (Campbell, & Hirsh, 2013). The role also requires the maintenance of consistency in the execution of quality and high project excellence through ensured internal workflow.

Accordingly, for the position of – Associate Creative Director – I would recommend Joseph. He has the language capacity to communicate his ideas, thereby enabling greater bridging of the ‘East-West’ cultural divide. Furthermore, he was a technovator and a specialist, in addition to possessing evident ‘Master of Osmosis’ desired skill-sets and expertise such as: content expertise, expertise diffusion, and industry verticals. Through his blog, Joseph portrayed that he was a conversationalist, and therefore a ‘thought leader’ in the learning and subsequent sharing of new ideas and knowledge.

• Part 2

Frog Design is inclined towards the ‘Esslinger design philosophy’, essentially based upon the “form follows emotions” concept (Eccles, Edmondson & Chu, 2013: 412). The concept espouses that a product’s (service) full effects upon end users is essentially as vital as the functional aspect. This corporate ideology proved effective in subsequent successful endeavours like the Wega design, Sony, and Apple Inc., which proved to be a stepping-stone towards greater heights. Subsequent expansion entailed working in digital design, branding, and brand products/ services, in addition to human-centred design strategy and research.

With the addition of long-term planning and product strategy consulting at the corporate-level, frog design redefined its strategic aim of becoming a ‘global innovation firm; which was achieved in 2008. Indeed, as the firm’s Strategy Director puts it, innovation is not about idea generation, but importantly, “ensuring that the ideas have the right business model and plant to be successful in the market” (Eccles, Edmondson & Chu, 2013: 412).

The recent launch of the ‘idea-to-market’ model is founded on the integration of the firm’s innovation and design expertise, founded on engineering capacity that enables greater enhancement of existing services being offered. Of note is that the broad clientele base encompasses various industries, thus the need for constant talent search, uptake, nurturing and eventual development within company culture. Given the entity’s diverse clientele-base and project undertakings, it is important to ensure that proper hiring approaches and processes are aligned to optimal talent management (Eccles, Edmondson & Chu, 2013).

Accordingly, the hiring processes of the firm are inherently related to the diversification processes experienced, as frog design’s corporate role-play encompasses diverse industry players and wide-ranging clientele. Thus, concerning how to further enhance frog’s diversified talent pool, one needs to consider its historical roots, upon which management can either opt for all inclusive or exclusive approaches to talent management. The all-inclusive approach is best placed, recently developed based upon workplace regulatory measures concerning employee treatment.

Through such an approach, all employees are considered important, especially those in middle to senior management, possessing desired strengths, capacities, skill-sets, and general creativity. The exclusive approaches are more in line with corporate practices where hierarchical arrangements provide the basis of operations. Importantly, they are related to various theories of resource optimization that advocate for the disproportionate allocation of scarce resources to jobs/ projects and individuals/ teams that are expected to generate the greatest returns (Wellins, Smith & Erker, 2009).

HRM theory amalgamates insights derived from transaction cost economics, human capital theory and resource-based perspectives. It provides key pointers towards understanding why exclusive approaches to talent management are also preferred (Johnson, Lenartowicz & Apud, 2006). Preference is founded on the fact that such exclusive approaches to talent management is founded on enhancing individuals and job descriptions that possess highly unique and valuable human capital, and in turn providing greater competitive advantage. One example is that of top performers, or in frog design’s case, senior-level position-holders (Johnson, Lenartowicz & Apud, 2006).

Exclusive approaches are backed on the evidence that top performers or performing job positions positively and disproportionately contribute to successful firm performance. Indeed, top performing jobs or individuals are much more valued, as opposed to average success, as expressed through Jack Welch’s vitality curve. Based upon the ABC concept of talent management, talent is comparatively analysed in terms of performance, with a preference for (A players) the best input over all others. This may hold true but in many, a case, exceptional performance is also not completely dispositional (Allen, Bryant & Vardaman, 2010).

Rather, stress if focused on the vital essence of intra-firm social networking which positively affects upon entity performance. Thus, it is the prevailing management practices and general corporate culture, as opposed to just distinct individual differences, which drive eventual successful firm performance. It is supported by Jacob’s contingency model that portrays the relationship between jobs, organizational performance, and individual performance; and how all interlink to provide the best mix for optimal competitiveness (Song, Almeida & Wu, 2003).

All these should be informative to frog design’s management, which I would recommend finds a working mix of both exclusive and inclusive approaches to talent management. Key to greater success is displaying corporate value for all workers, whilst also availing the required resource allocations to key individuals and jobs in the aim of gaining greater competitive advantages (Bassi & McMurrer, 2006).

Of course, it is important to note that some job descriptions are more critical than others, in terms of overall organizational performance, such as middle and senior/ executive duties. Accordingly, just like other firms, frog design needs to also devote more resources to such job roles, especially those where individual performance provides the greatest potential towards positively affecting company performance. This means focusing on the job as a locus of difference, whilst not dismissing individual uniqueness.

Rather, the conceptualization of jobs and individuals as the loci of differentiating workforce aims at giving primacy to the job role-play given that relative value of individual worker differences often depends on the job description and nature of undertaking (Cappeli, 2008). Based upon the 2010 experienced increase in direct executive-level engagements, especially in relation to new product design, exclusive approaches to talent management are more valuable and better suited under such contexts.

With engagements often targeted at new market entry ventures, or application of intellectual copyright in a new industry, special resource allocation and consideration needs to be placed on key jobs and/ or individuals such as the potential director-level employees. This is based on the gradual rise of physical product design becoming but one amongst other tangible entity engagements in solutions making services provided by the firm. Importantly, while all inclusiveness meant priority placed on all workforces, it is further essential to engage in some form of exclusive talent management (Cappeli & Keller, 2014).

• Part 3

Failures in effective talent management continue providing an ongoing problem for executives in the contemporary organizational contexts. Informative is that in the past, talent management practices have been mainly dysfunctional, resulting in organizations experiencing quite high rates of employee turnover. As a concept, talent management is mainly concerned with the anticipation of future/ potential need for human resource capital. Accordingly, contemporary corporate responses to the challenge experienced are largely characterized into two distinct, yet equally ineffective categories (Cappeli, 2008).

The first, and most common is based on the aspect of inertia: that is to do nothing about existing issues of concern. Tarique and Schuler (2010) present that as a reactive approach it relies majorly on outsourcing or outside hiring and is advantaged by the presence of surplus management talent. However, current contexts have resulted in the approach faltering because of eroded management of available talent. As an approach, it is quite evident in the service sector, where outsourcing provides an avenue through which corporate entities can engage other firms in enhancing product/ service brand quality, value and general consumer appeal (Tarique & Schuler, 2010).

The second avenue is most common in large and older entities that rely on complex, bureaucratic business models, especially in relation to succession planning and forecasting. Conger and Fulmer (2003) convey that these were legacy frameworks that evolved in the era when entrepreneurship was quite predictable. As a result, these frameworks often fail due to their inaccuracy as well as accrued costs within current volatile market contexts. Due to the lack of business forecasting of future downturn, talent management continued being founded on outdated assumptions of business growth (Conger & Fulmer, 2003).

The result was an excess in manager supply, no-layoff policies for employees and a bloated corporate organization. Reilly (2012) expresses that subsequent recession experiences have influenced HRM practice, especially because of massive job losses, job cuts and a general demise in lifetime employment. Furthermore, the working environments experienced greater impacts from the restructuring measures that removed many staff and organizational practices were essential to talent development and management (Reilly, 2012).

The layoffs experienced meant a greater pool of talent was available to be tapped through outsourcing, especially during recovery periods after major recessions. In addition, whilst the economy slowly grew and started absorbing existing and new talent, the concept of talent poaching negated various gains as employers felt the pinch of lost talent. The result was further reduction of corporate investments in talent development and management. Gradual global economic growth and resilience in turn led to absorption of existing talent, with the corporate poaching resulting in unique experiences within corporate quarters (Reilly, 2012).

The result is that existing contexts made outside talent searches quite expensive, with recruiters aggravating the situation at hand. Furthermore, as Sullivan and Baruch (2009) observe, new talent often resulted in reduced rates of vertical hierarchical ascent (internal promotion), thereby aggravating the retention situation further. Accordingly, traditional approaches towards corporate succession planning can no longer effectively work, especially based upon assumed multi-year development processes (Sullivan & Baruch, 2009).

It holds true, because change is always inevitable in the contemporary dynamic corporate environment. Of note is that talent management is therefore not an end by itself, but rather a means towards enhancing greater resource tapping, nurturing/ development, and subsequent retention. Importantly, it is there to provide support to an organization’s strategic goal objectives, thereby enhancing overall competitiveness and profitability (Sullivan & Baruch, 2009).

Accordingly, corporate success necessarily requires a better understanding of the benefits and costs associated with corporate talent management choices. As Piore (2002) states, talent management is defined in a broad range of ways with key overarching pointer focusing on those practices that enhance career advancement and development. The presence of such focus is vital to current talent management approaches that give preference to ‘in-house’ talent growth and development, despite the profound shift in corporate strategy that is more dependent on external hiring (Piore, 2002).

Importantly, whilst talent management concerns such as anticipating pertinent resource needs and how to meet them are ingrained, the element of uncertainty necessitates a rethink of approaches. The new way of thinking needs to continuously account for the inherent uncertainty in the corporate world, that is buoyed by the increased prominence of various external labour markets. Accordingly, talent management needs to go beyond the corporate process of anticipating and subsequently meeting organizational demand for talent useful in strategic job descriptions (Piore, 2002).

There is need for internal talent nurturing and development, a key aspect that influences the general rate of turnover, especially amongst senior personnel. This can be achieved by way of either inclusive or exclusive approach methodology. Inclusive approaches present that talent management needs to be all-encompassing, applying to all workers. Each individual is viewed as a vital part of the organization, possessing strengths that can potentially enhance value creation (Dill, Gaver & Weber, 1966).

The approaches are more recent, developed possibly as response measures to the previously-dominant egalitarian concepts as well as the presence of work regulations necessitating equality of employee treatment. On the other hand, exclusive approaches are primed on military structuring, where hierarchical prioritization of resources is made based upon the projected returns. In business contexts, these approaches put preference on those jobs and individuals who are most likely to bring back the biggest returns (Finkelstein, Hambrick & Cannella, 2009).

A sure avenue through which optimal talent management can be achieved is by way of the talent-on-demand approach/ framework (Wellins, Smith and Erker (2009). As one amongst existing ideal approaches, it utilizes four core principles derived from supply chain and operations management. These include how to reduce overall risks about forecasting talent demand, and the balancing of buy-versus-make decisions, how to enhance investment returns on corporate development efforts, and how to optimally protect such investment through generation of internal opportunities, especially career development and progression (Wellins, Smith & Erker, 2009).