How to hire the best employees if you’re not Google?

management strategy of Netflix, among others.

The best employees – A Players – are characterized primarily by passion cyprus mobile phone numbers database agency, ambition and charisma, but also the ability to make business productive and enjoyable at the same time. Meanwhile , the middle players – B Players – are not visionaries, but their achievements do not differ from expectations, and they constitute the largest group in the organization. Among the bottom 10% – C Players – the dominant characteristic is procrastination, but also inefficiency in fulfilling assigned tasks. Welch’s recommendation, which follows this division, is to reward top performers – support their passion and reward their achievements, and be firm towards underperformers – who should first be given a chance to improve and then be said goodbye to.

Today, attention is focus not so much on the validity of selecting A, B and C Players among employees and candidates, but on a good understanding of the nature of each type and how to deal with them. Talent Management specialists in organizations face the challenge of which specialists to hire for which tasks. We talk to Magdalena Seńko, a lecturer in the “Talent Management” course, about good practices and common mistakes in recruiting employees who will support the development of the company.

What is Talent Management?

Each of us is a “talent” in the sense of having certain abilities. Organizations, on the other hand, have defin desir talents [for specific positions – author’s note]. Talent Management activities are about correlating these two things. When the organization wants the same thing that the employee has to offer, then this person is effective in what they do.

The problem with understanding this the ultimate guide on how to create an impactful visual identity for your brand field well lies in the terminology. From English we came to us “talent acquisition” and we are looking for only great “talents”. Meanwhile, we should always look for the right match. A person in the position of sales manager will have specific competences at a different level than a sales specialist. In some cases, a person with lower competences will be my star, my winner , a dark horse in recruitment – he will get an offer because we do not need anything more. In Talent Management activities, you ne to know what you are looking for, and our top talent is a person at every level of specialization who meets the requirements of the position well.

What role does the ABC Players concept play in talent management?

This is a concept that we use in the organization to evaluate employees and plan their development in the company. Thanks to it guinea lists we can place people [that we have in the company – author’s note] in certain dimensions and on this basis we evaluate them, classify them in certain groups, so that – thinking about the development of talents and investing in people – we know in whom we want to invest.

I work with a 9-point scale, in which we evaluate employees in terms of their performance, what they achieve in our organization, but also their abilities and commitment. In the first dimension, we consider how they perform, what results they achieve – here we are talking about: low results, average results and high results. In the second dimension, we have commitment, capability and the desire to grow – and here we are talking about: “they are happy where they are”; “you can see that they are looking”; “they are going like a storm”. And so we create a “nine-field” – looking at these dimensions and our team, we apply people to the appropriate fields.

Where there is both high productivity and high aspiration,

energy, commitment – ​​these are our top talents in the organization. These are the people who bring the biggest deals, who inspire others, who are the best players in a given position – because we have to remember that regardless of the position we are in, we are includ in this assessment and we can be among the top talents. These people ne to be taken care of properly, because they are ready to go – either in our organization or outside of it. And we do not want the people we have prepar to use their potential with our competition, because they will find a better offer there, or we as an organization do not have enough challenges. We have to take care of keeping the top talents in top shape, we have to give them challenges and motivation for what they do, either by promoting them or by expanding their position.

We nee to be in constant contact with the nees of our employees. A review of our “nine fields” – recording where each person is, what progress they have made, should happen about once a quarter. When changes occur in the organization – for example, a position higher up in the regional or international structures becomes vacant, we look at the talent pool and check who is ready [for promotion – author’s note]. Who “delivers”, shows energy, has potential. And who wants it. Because we have to remember that such development is a new challenge, and not everyone wants it – not everyone wants to move, travel more often, have more responsibility. We nee to know who is ready for it, who is not, who will cope with new challenges, and who, if they do not get them, will leave our organization.

When seeking top talent within an organization, you also ne to be careful – there may be cases in which someone will try to take advantage of their position.

You can’t rely [in strategy – author’s note] on one “star”. A person who delivers and is unmatch, and at the same time knows that he is good, and expects more and more from the financial side, is not a top talent. He will be a solid employee, he will get bonuses (if there is a bonus system for results), but if he does not want to develop and develop others, be a leader, promote certain values ​​and attitudes – he is not a top talent, but, let’s say, an effective salesman.

If we find ourselves [as an organization – author’s note] in such a situation, on the one hand, let’s quickly think about what to do so that we have others who will also bring profits and implement our strategies. On the other hand, if we observe elements such as a lack of humility, lack of respect for certain rules, or enforcing privileges, this is where hard HR measures come in. We cannot afford to accept such attitudes. Top talent represents behaviors that we want to spread in our organization.

According to Welch’s concept, who A Players are is closely related to the competency needs of the organization. However, there are several features, predispositions that we can distinguish. So what characterizes A Players?

Boris Becker, a famous tennis player, in an interview, when asked “What to do to become a champion?” replied: “First, you have to want it very much; second, you have to have self-discipline; third – a lot of humility.” I really liked that.