With the National Business School Conference two weeks away, it’s only fitting to feature one of the University of Manitoba’s own, Dale Camuyong! The spotlight is even more special considering the shared focus – the event is all about cultivating future business leaders and enhancing the student experience, while Dale is an aspiring Human Resources professional whose passion lies in developing talent and leadership. As such, our interview today will focus around specific HR methodologies.
Current HR Manager and past President of the Commerce Students’ Association (CSA) at the Asper School of Business, Dale has also competed at JDC West and the Inter-Collegiate Business Competition (I.C.B.C.), served as the President of the University of Manitoba Human Resource Association, and helped run the annual 5 Days for the Homeless campaign at his university as a Volunteer Coordinator. Post graduation, Dale will return to a previous co-op employer, Deloitte Canada, where he will pursue his passion of transformational leadership through his capacity as a Management Consultant in Human Capital.
Those who work with you know you are a champion of talent and leadership development. Why do you think it’s important and why does it matter to organizational success?
What talent and leadership development boils down to is aligning human capital strategies with business strategies. This methodology can essentially be viewed as a continuous life cycle that contains talent acquisition, development, retention. I believe talent management is important for organizations to prioritize in strategic planning in order to remain competitive in a marketplace driven by skilled individuals. With new and innovative technology, changing demographics, globalization, and many other trends, leaders should understand the ‘people’ implications of this to maximize organizational success.
How were you able to develop this competency? Did you have any particular experiences or situations that accelerated your abilities in this area?
I have always had an interest in getting more out of people. A particular experience that helped me realize the importance of talent management was my role as a Volunteer Coordinator for the U of M’s 5 Days for the Homeless campaign. The fact that the success of the campaign relied heavily on the successful recruitment and management of volunteers definitely resonated with me, and since then I’ve had a particular interest in getting more out of people in an organizational context.
How did you implement talent and leadership development within your student groups, and how did you measure its effectiveness?
During my term as President with the CSA, the executive team was able to implement this methodology because we had a single unifying theme for our year: “Unlock Your Potential.” Having this consensus to get more out of our current council members, future council members, and other constituents of the CSA enabled us to introduce initiatives such as the inaugural Junior Case Competition (talent acquisition), new 360 feedback systems (talent development), and a mentorship program (talent retention). In addition to the general measurements of success (financial, attendance, participant surveys etc.) the approach to measuring the effectiveness of such initiatives was to benchmark its perceived value internally. Our priority was to set the tone that creating a talent development framework for the CSA is necessary to be successful, while understanding that the framework needs to change and evolve over time.
What is your biggest piece of advice for current students who want to implement new methodologies, systems, or processes within their related groups?
My advice for implementing new methodologies is two-fold: create a business case and aim for the heart. Neither piece is sufficient in isolation. Also, although this advice might be cliché, the individual behaviours of leaders of a change sends a powerful message. Live and breathe the vision and the rest will follow!