When hiring talent, which selection
criteria are most important for your
how to spot, develop and retain
the potential of talent
Gyuri Vergouw MSc MMC
• How did talentmanagement evolve in history?
• How can you identify talent?
• How do you spot talent?
• What are the crucial questions you can ask when you
have a job interview with a talented person?
• What is the best way to retain the talented?
Why is talent so important?
Companies with sophisticated talent management
outperform peers by:
• 26 % higher revenue per employee
• 29% higher engagement levels
• 40 % lower turnover among high performing
Five era’s of talent management
Physical attributes: till approx. 1850 Standardization of skills: till 1960-70
IQ: tilll 1970’s Competencies and EQ: till 2010
5th Era: Focus on Potential
Competencies = NOT excellence!
It is not: do my talents have the right skills?
It is: do they have the right potential to
learn new one’s?
The Basics Remain The Same
• Intelligence / IQ
• ‘Technical’ capabilities
• Leadership abilities, a.o.:
- results orientation
- collaboration & teamleadership
- organisational development
- customer focus
SHAPES®™ of Talent
• Spot Talent
• Hire Talent
• Ability to Adept Potential
• Professionalise and Develop Talent
• Engage Talent
• Smart retention and stretch assignments
How to spot the potential
• Mining in the personal & professional
• Reference checks
• In depth interviews/body language
• Do not ask:
are you curious?
but ask for instance:‘what did you do in
your life to seek/discover the unknown’
• Reactions to totally off-beat questions
Alignment Talent Commitment
Values Capabilities Engagement
Goals Clients IQ/EQ/SQ
Rhineland vs Anglo-Saxon
The Potential Of Talent
1. Include the ability to adapt to and grow into complex
roles and an ever changing environment in your selection
2. High potentials can be demanding and need extra
attention. Do not forget to give this extra attention and
focus on keeping them aboard.
3. Talents need to be challenged and like change; personal
growth is a least as important as financial compensation.
4. The search of the potential of talent requires a new focus
and approach of the selection procedure. A shift from
looking into the past (CV, track record) to a look in the
The Potential Of Talent
5. Try to imagine where you would like to company to be in
2-3-4 years time; who do you need by then?
6. Talent enough isn’t enough; did the applicant do
completely different things in his/her career that
fit in the future of the organisation?
7. Be aware of your own cultural background
concerning the approach to talent
8. Talent, Alignment, Commitment
• Spotting the right
talent in the current
environment is so
difficult, it should be
done by specialized
• We should focus on
internal AND external
talent, we waste too
much talent we
already have inside
• The market for talent
has become so
international that we
have to look at talent
from a global
• The capabilities we
need in our
organization change so
fast that we need
different talents every
Thank You For
Your Active Participation!
Gyuri Vergouw Msc MMC
‘Talent is cheaper than table salt. What seperates the talented individual
from the succesful one is a lot of hard work’.
We hope you have enjoyed
this meeting and look forward
to welcome you at one of our
‘The person born with a talent they are meant to use
will find their greatest happiness in using it’.
Johann Wolfgang von Goethe
‘Talent does not exist. Talent is having the drive to do something’.
‘I have no special talents,
I am only passionately curious’.
‘Talent: someone who can put together a jigsaw
puzzle within two weeks while on the box
it states 4 to 6 years’.
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Professionals in The Netherlands
‘Surround yourself with the best people
you can find, delegate authority, and
‘Many people stop looking for work when they have found a job’