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The Rare Find: Spotting Exceptional Talent Before Everyone Else with George Anders

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How can we sort out the mysteries of talent? Anyone trying to build a great organization faces the same basic challenge, whether we work for a big company, a startup, a Hollywood studio, a hospital, or the U.S. military. We all wonder how to tell really outstanding prospects from ones who look great on paper but then fail on the job. Or, equally important, how to spot the ones who don’t look so good on paper but might still deliver extraordinary performance.

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The Rare Find: Spotting Exceptional Talent Before Everyone Else with George Anders

  1. 1. Solving the Talent Puzzle: Putting ‘The Rare Find’ to Work In Your Hiring UVM Family Business Initiative Nov. 1, 2012 George Anders
  2. 2. What Question Unites Us Today?
  3. 3. How Do World-Class Organizations Get Talent Right?And what can the rest of us learn from them?
  4. 4. Our Agenda This Morning1. What traits matter most in our businesses?2. Where should we look?3. How can we best assess candidates?4. What’s the appeal of a jagged resume?5. How can we tap into public portfolios?
  5. 5. 1. Traits: A Lesson From NashvilleGreat Hires and Flawed Hires Look Similar; They Aren’t
  6. 6. What Everyone Sees When Hiring Education Transcripts Paper Credentials Prior employers Resume claims Interview Poise
  7. 7. What Experts Also See: ‘Soft Skills’ Character Motivation Potential
  8. 8. Central Traits in ‘The Rare Find’ Desire to Learn Efficiency Judgment Resilience Compati- Self- bility Reliance Curiosity/ Acumen
  9. 9. Unique Cultures => Unique Traits• Amazon.com => F r u g a l i t y• Procter & Gamble => Mu l t i t a s k e r s• Linear Technology => T i n k e r e r s• McKinsey => S t r i v e r s ’ Et e r n a l Dr i v e• Google => E a r l y F a s c i n a t i o n Wi t h Te c h
  10. 10. What Defines Your Best Hires?  ________________  ________________  ________________  ________________  ________________  ________________
  11. 11. What Lurks Behind Problem Hires?  ________________  ________________  ________________  ________________  ________________  ________________
  12. 12. 2. Where to Look: 1970 and Today Social Networks Your Web Site Internet Job Boards Referrals Agencies & Recruiters Print Ads Paper Applications1970 1997 2006 2009 2012Sources: Rees & Shultz (U of Chicago); BoozAllen; CareerXRoads
  13. 13. Which Sources Do You Use Today?  _________  _________  _________  _________  _________
  14. 14. The Internet Yields Endless Names 219 1Source: Jobs2Web Inc.
  15. 15. But We Still Struggle to Find … Critical Hi-Po Top Skills Employees Performers 72% 60% 59%Source: Towers/Watson Talent Survey 2012
  16. 16. The Special Role of Personal NetworksEmployee Referrals But They Yield Are Rare the Most Hires45 4540 Referrals 4035 3530 Career Sites 3025 2520 Job Boards 2015 1510 Recruiters 10 5 5 0 Other 0 Source: JobVite
  17. 17. Why Trusted Referrals Pay Off • Deep Reference Checks • Good Sense of Cultural Fit • Understanding of What The Job Is All About • Commitment to Get It Right
  18. 18. Now We’re in a Networked Age 20121970
  19. 19. Networking 2012: Zuckerberg’s Law? You!
  20. 20. Big Data – and the Power of Weak Ties (Test this yourself: inmaps.linkedinlabs.com)
  21. 21. What New Sources Will You Try?  _________  _________  _________  _________  _________
  22. 22. 3. Assessing: Taking a Wider GazeLook Beyond Credentials; Spot Top Traits
  23. 23. The Little Stuff Adds UpGreat assessment starts with sustained careful observation
  24. 24. Keep Circling Back to Those Key TraitsSome Experts Get There Others Are As Tough As A Via Genial Chatter Cross-Examination
  25. 25. Pore Over Bios; Try Auditions for … Resilience Capacity to Grow Efficiency Judgment Compatibility Self-Reliance Acumen
  26. 26. Learning to Ask ‘The 3rd Question’ How Did You Accomplish That? What Happened Next? What Adjustments Did You Make? How Did Other People React? Tell Me More
  27. 27. Ask More ‘Why’ and ‘How’ Questions; Move Beyond ‘What’ and ‘When’ What’s Her Why Does Shooting She Get Open Percentage? So Often?
  28. 28. What vs. How in Business Settings• What academic degrees • How would you design do you hold? an energy-saving circuit?• What C-level experience • How do you inspire do you have? people to follow you?• What are your career • How do you stay on successes to date? track in the face of setbacks?
  29. 29. What Questions Pay Off for You?  _________________  _________________  _________________  _________________  _________________  _________________
  30. 30. 4. A New Role for the Jagged Resume • Rare Virtues • Great at a Few ‘Must Haves’ • Erratic at the ‘Nice to Haves’
  31. 31. 4. Why Jagged Resumes Pay Off • These Mavericks Excel As Innovators • Unique Good Fits Promote Loyalty • The Competitive Payoff Can Be Significant
  32. 32. What About Common Flaws? Some May Not Be Ruinous At All• Limited direct experience – if offset by an intense, proven knack for fast learning• A career stumble or two along the way – if it fuels self-awareness, resilience and drive.• Personalities that take a few moments to appreciate – if core character is solid.
  33. 33. 5. The Rise of the Public Portfolio
  34. 34. There’s an Explosion of WebsitesCatering to Dozens of Specialties
  35. 35. How Public Portfolios Pay Off For Employers For Talent• You Can Look Anywhere for • You Can Live Anywhere and Talent at the Right Price Attract Global Clients• You Can Identify Stars Who • Your Work Markets Itself; Aren’t Hunting for Jobs You Lose Less Time Hunting• You Can See Relevant Work • You’re More Likely to Match Right Away; It’s Efficient Jobs in Synch With You• It’s Easy, at Last, to Notice • Your Credibility Builds Fast; ‘Talent That Whispers’ Less Time Paying Dues
  36. 36. Facebook’s Ingenious Shortcut 70,000 puzzle Top 1% earn an 118 solvers win jobs solutions/year interview
  37. 37. Talent That Whispers‘The Long Tail’ applies to people, too • S Source: “The Long Tail,” by Chris Anderson
  38. 38. How Stripe Found 978 Security Experts (while everyone was playing “Capture the Flag.”)
  39. 39. Closing Thought: Savvy Hiring IsAlmost Within Our Grasp Already • Trait-Based Hiring Works; It Just Takes Courage to Do It • Better Talent Strategies Take Time; Repairing Mistakes Involves Vastly More Time and Money • Ask: ‘What Can Go Right?’
  40. 40. “Good-to-greatcompanies placemore weight oncharacter than onspecific skills orexperience.”Jim CollinsGood to Great
  41. 41. Follow Ups? Of Course!Twitter: @GeorgeAnders Facebook: TheRareFind Slides will be on SlideShare Email:George.Anders@gmail.com

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